The document discusses trends in the international hotel industry. It provides a historical overview of the evolution of the hotel industry from the mid-20th century to present day. Key developments discussed include the rise of hotel chains, increasing globalization and diversity of travelers, and a shift towards prioritizing customer experience over formal service. The document also examines current challenges facing the industry like labor shortages and the need for improved human resources practices. It advocates for innovative approaches to hospitality education to help secure the industry's future.

1. Trends in the international hotel
industry
Chandana (Chandi) Jayawardena
Chandi J. Associates Consulting, Oakville, Canada
David McMillan
Carlson Rezidor Hotel Group, Mississauga, Canada
David Pantin
Silver Peacock Group, Niagara-on-the Lake, Canada
Martin Taller
School of Hospitality and Tourism, Algonquin College, Canada,
and
Paul Willie
School of Hospitality, Tourism and Administration, Niagara
College,
Niagara-on-the-Lake, Canada
Abstract
Purpose – This paper aims to analyse the evolution, current
challenges, best practices, and trends in
the international hotel industry.
Design/methodology/approach – The foundation for this paper
was laid during a well-attended
Worldwide Hospitality and Tourism Themes (WHATT)
roundtable discussion between industry

2. leaders and hospitality educators in May 2012. International
hoteliering is discussed in the context of
the theme for the 2012 Canadian WHATT roundtable and the
strategic question: “What innovations
are needed in the Canadian hotel industry and how might they
be implemented to secure the industry’s
future?”
Findings – Through analysis of past and present trends, the
paper predicts that current challenges
such as labour shortages will continue to affect the industry in
the near future.
Practical implications – In the conclusion the paper advocates
innovative approaches for
hospitality education, and states that Canada should learn from
international trends and become more
innovative and competitive if it is to secure the industry’s
future.
Originality/value – The paper draws on the vast experience in
international hotel management of
the co-authors. As the team of authors represents both industry
and academia, this paper will be of
immense value to students, educators, researchers as well as
managers. The co-authors include a
former president of the world’s largest professional association
for hotel managers (HCIMA/Institute
of Hospitality) and a former CEO of the world’s largest trade
association for hotel managers
(International Hotel and Restaurant Association).
Keywords International hotel industry, Challenges and trends,
Hotel best practices, Innovation, Future,
Practical solutions, Hotels

3. Paper type General review
The international hotel industry – the past and the present
The past
In the middle part of the twentieth century and shortly after the
end of the Second
World War, tourism exploded on the shoulders of the
automobile and the commercial
airplane. Previously unavailable methods of travelling for the
masses were suddenly
The current issue and full text archive of this journal is
available at
www.emeraldinsight.com/1755-4217.htm
International
hotel industry
151
Worldwide Hospitality and Tourism
Themes
Vol. 5 No. 2, 2013
pp. 151-163
q Emerald Group Publishing Limited
1755-4217
DOI 10.1108/17554211311314100
opening up business and leisure travel opportunities to the
countryside, the cities, and

4. fascinating foreign destinations. At this time, Conrad Hilton and
Holiday Inns’
Kemmons Wilson were leading the way with their versions of
institutionalized luxury,
Wilson with a three star product for a two star motorised
customer along the highways
and Hilton with a four star product for a three star airline
customer in the city centers.
Private bathrooms, swimming pools and free soap were indeed
revolutionary as the
world emerged from the hardships of war and the shackles of
limited travel
experiences to get to know the world around them. European
restaurants and French
wine predominated and service was very formal. From the
drafting boards of these two
American pioneers came the foundations of the hotel chains of
today: standards of
quality, reservation systems, marketing systems, management
and franchising
contracts.
Europeans observed the evolution of branded hotels and scoffed
at the thought,
continuing on with their commitment to independent operations
and poorly designed
bathrooms. However, at the very root of their success was the
realization that the
hospitality industry needed educators and academic
organizations. This notion gave
birth to a series of world-renowned hotel and culinary
institutions. From this pool of
well-educated specialists came the first wave of international
general managers,
department heads and chefs, sous chefs, bakers and patissiers.
All were spreading out

5. through the world as the American chain portfolio expanded
with brand names such as
InterContinental, Sheraton and Hyatt into Asia, Africa, South
America, with many
German, Austrian and British general managers, Swiss food and
beverage managers,
and French chefs. International cuisine was slow to evolve, with
the earlier American
travellers seeking out hamburgers and hot dogs on their
international trips while the
British sought out fish and chips. As time progressed, travellers
experimented with
cuisines that had infiltrated their cities through immigrants,
travelling palates became
more sophisticated and hotel menus became more local – and
vastly more authentic.
Until the 1960s, food and beverage occupied a minor position of
importance in the
minds of hotel operators. Often it was treated as a necessary
evil, a service that should
be available in case the guest should request it. The aim of food
and beverage
operations in hotels was to break even, if possible. The
emphasis was on the rooms
division, because this was where the profits were made. As long
as one could fill rooms,
the profit figures on food and beverage were relatively
unimportant. This outlook
changed gradually towards the 1960s. Hoteliers started
wondering whether there were
profits to be made in food and beverage. The answer appeared
to be affirmative: after
all restaurants, for which the only source of income was food
and beverage sales, had
made profits for years. In London and Paris, where eating out

6. had been famous for
many decades, hotel restaurants were often considered too
expensive. Most London
hotel guests went to restaurants instead of patronising their
hotel’s food and beverage
outlets. Improving profits and standards, cutting costs and
marketing the food and
beverage outlets in international five star city hotels seemed to
be extremely difficult: it
is, in fact, still a feat today (Kotas and Jayawardena, 1994).
During an interview the lead author had with a former general
manager of the
Dorchester Hotel in London, the interviewee expressed the
opinion that “in Europe
hotel management education and training mainly involves food
and beverage
operations, but in the USA priority is given to finance,
marketing, computer technology
and management. I think the best background for a general
manager as well as a food
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and beverage manager is a blend of these two concepts of
education and training”
( Jayawardena, 1993).
As the market experienced changes due to the growth of the
transportation grid, it
was also affected by the political climate. Borders softened and

7. the Cold War warmed.
Communism morphed into Socialism and suddenly some people
were more equal than
others. What had once been an industry of American patrons
being served by
European hoteliers was becoming a more balanced mix of
international visitors being
served, less formally, by locals eager to show off their cuisines,
their traditions and
their customs, one of which is a natural ability and sincere wish
to serve and to please.
The present
After 60 years of frenetic travel to every corner of the world,
the hotel industry is now
much more closely associated with entertainment. Often in
premier international
hotels, the general manager will be in the limelight, comparable
to the captain of a ship,
the conductor of an orchestra, or the star of a stage show. The
general manager
depends on the support of front of house employees (similar to
the musicians and
dancers of a stage show) and the back of house employees
(similar to the sound
engineers, lighting specialists, choreographers, stage managers
and set designers of a
stage show) to enhance the performance. The hotel manager also
follows the directions
of the hotel owners and operating company (similar to the
producers of a stage show)
and the manuals or guidelines set for each hotel operation
(similar to the script and
score of a stage show). The hotel general manager has to ensure
that the hotel
employee teams are motivated to satisfy most of the guests at

8. the hotel (similar to the
audience of a stage show). International hotel management is
very similar to
“showbiz”: it is hard work, requires a lot of practice and it is
(well-planned) fun.
Ultimately the success of a stage show or hotel’s operations is
measured by the profits.
The creativity and public relations skills of the general manager
and his/her team have
to be translated into profits. There is no formula that will work
in all types or grades of
hotels worldwide. Common sense and adaptability in using
basic management
principles seem to be the key for success. International hotel
management, therefore,
may be considered an art ( Jayawardena, 2000).
Compared to the mid twentieth century, today most hotel guests
are sophisticated,
well travelled, more demanding and not so easy to please. Their
expectations have
been sharpened and their tolerance for mediocrity has declined.
There are no more two
star or three star customers. Most business travellers stay in the
luxury hotel
categories while on expense accounts and fall back a notch or
two when travelling on
leisure. The days are past when hoteliers provided “service” in
its most formal sense:
they are now being asked to entertain, to provide or create an
experience, a memorable
experience and one which will result in either a return trip
and/or on-going positive
Tweets. International travellers today are far more diverse
compared to those in the
past. The domination of world travel by “rich Americans” has

9. been challenged by the
emergence of China and India as economic powerhouses with
huge growth, and their
middle-income communities have a pent-up desire to travel
where previously denied.
During the last half-century, hotel owners have changed along
with their guests. No
longer are owners passive and serene, no more annual meetings
with budgets
rubber-stamped. Today most hotel owners are active,
knowledgeable and very
hands-on. A 30-year management agreements are being replaced
with ten-year
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153
agreements. This trend more closely reflects the owner’s needs
to sell in a shorter
timeframe, but also allowing chains the luxury of judging the
quality of the asset
before committing to a longer term with an inferior property.
Unfortunately, it is generally the case that the worldwide hotel
industry has been
less than effective in the area of human resources recruitment,
retention and
development. Often, hoteliers make very little effort to attract
talent to entry positions
where they will be able to advance. The perception of the hotel
industry in many

10. industrialised nations is poor and employees who enter the hotel
industry look at it as a
bridge to a real job elsewhere. The inability to retain employees
is partly complicated
by the need for part-time employees and the occurrence of
recessions every seven years
or so, results in the downsizing of large chunks of future
management.
The realization that the rooms division is where most profit lies,
in comparison to
food and beverage operations, has led to the emergence of the
limited service hotel
sector and multiple brands designed around apartments, suites,
long-term stays and
even airport pods. Mixed-use projects which combine condos
with hotels eases the
financing burden as does the evolution of timeshare and
fractional ownership which
impact both resort development and urban projects.
Trends in the international hotel industry
Instilling an ethos of management
The modern day hotel general manager is faced with challenges,
which require a high
degree of professionalism in order to overcome them
successfully. Industry
management associations seek to support managers throughout
their careers, by
providing clear pathways to continual professional development
and by instilling an
ethos of management to which all can subscribe. This creates
the conditions in which
hospitality managers are better equipped to act successfully in
the key areas where
developments will have the most impact on their roles. These

11. key areas are:
. Environment.
. Technology.
. Human resources.
. Operations.
. Security.
In summary – Environment, Technology, Human resources,
Operations and Security
0r “ETHOS”. Each of these areas present their own distinct and
complex sets of
challenges, which the modern day hotel managers cannot ignore
if he or she is to be
successful (McMillan and Rossiter, 2006).
International hotel management
A dual blend of flair and processes is essential in creating a
successful international
hotel and delivering brand consistency. Local culture and
history needs to be
considered and styles of management adapted accordingly.
Managers need to be
selected based on compatibility of style to local environments
and business culture.
Managers’ commitment to training is required, as is an ability to
empathise with the
local workforce. Managers may need to work on behalf of their
international
corporation with local owners and they will require a range of
personal as well as

12. WHATT
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professional skills (Pantin, 2006). International hotel
management is both rewarding
and challenging. It is advantageous for a hotel executive to gain
hotel management
experience in his or her home country prior to holding similar
positions in foreign
countries. Work abroad may not appeal to all hotel executives.
It is important for
ambitious hotel executives to analyse their strengths and
weaknesses, identify
personal needs, set achievable and suitable career goals and
plan a hotel career
objectively ( Jayawardena, 2000).
The ABC £ 2 model for international hoteliers
The lead author developed a model, called the ABC £ 2 model,
which can aid in the
transition to a new country for international hotel managers.
Researching,
understanding and respecting the “ABCs” of a region, country
or local community is
the key to successfully settling down in his or her duties as an
internationally mobile
hotel manager. The lead author has used this model for
productive interactions in
regions such as Asia, Europe, the Middle East, South America,
the Caribbean and
North America. A foreigner may not fully agree with certain
policies, beliefs, or

13. customs in a host country; but it remains important, to respect
these and to avoid
commenting on sensitive religious or political issues relevant to
the local population.
Fully understanding the ABCs of the host population quickly
helps the foreign
manager for settling into a new location and job comfortably (
Jayawardena, 2001) (see
Figure 1).
Some best practices in international hotel management
IS09002 in Jamaica. Quality is never an accident, and it has to
be visioned, initiated,
planned, delivered and monitored. Jayawardena and Campbell
(2002) presented a case
study based on the efforts of one of the leading business hotels
in the Caribbean to
attain ISO 9002 certification. They discussed the ISO
certification in the context of
quality assurance in hotels and emphasized that training and
educating employees in
this process is critical to its success. In this case study, the
approach to employee
training for ISO 9002 is assessed in relation to the backdrop of
redundancies,
Figure 1.
ABC £ 2 model for
international managers
and educators working in
foreign countries
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prolonging union negotiations, increasing competition,
decreasing profits and a
re-branding process. The key to the success of training
programs on aspects of quality
assurance lies in management’s and the employees’ competence
and commitment to
making the process work. The training efforts, along with the
commitment from
management and staff resulted in Le Meridien Jamaica Pegasus
becoming the first
hotel in the Americas to achieve ISO 9002 certification.
A hotel school within a hotel in Guyana. Training is an on-
going challenge
internationally with companies often failing to invest in this
crucial area. It is nowhere
more important than in developing countries and it is an
essential and socially
responsible task of international managers to pass on their
knowledge and develop
their staff. An example of this was in Guyana, South America
where the general
manager of an internationally branded hotel created a local
hotel school with support
from his company and the government of the host country. He
contributed to the
success of both the company and the country and helped inspire
people to learn and
develop their careers. This is not altruistic; it is simply sound
commercial sense. In the
long run training delivers consistency and profit (Pantin, 2006).

15. A functional hotel school in Sri Lanka. A general manager of a
famous 200-year old
resort in Sri Lanka with 700 employees tested the functional
hotel school model, which
is presented in Figure 2. The International Hotel School of Sri
Lanka located within the
famous Mount Lavinia Hotel has produced some of the best
hoteliers in that country
during the last two decades. Its hands on approach to hotel
management education
coupled with real-life hotel experiences every day of the student
life, including serving
at 2,600-seat banquets, proved to be extremely beneficial to
students. The main
program offering includes short craft courses for employees,
trainees and students and
a two-year diploma program in hotel operations. At one point,
this school also offered
an executive diploma program with experts from around the
world as presenters, for
the benefit of the managers and executives of the host hotel, as
well as for other hotels.
In-house virtual universities in the UK and the Caribbean. The
most successful hotel
companies nurture talent and initiate and execute excellent
systems and processes.
Even in developed countries, schooling is not preparing pupils
adequately for the
workforce and it is often incumbent on hotel management to
make a difference. An
example here is a hotel group in the UK that created a virtual
university that took
talented workers at all levels and shepherded them through
often career-enhancing

16. courses and degrees. Over 40 managers were promoted over
three years internally,
many coming through the in-house university, a facility
generally regarded as the
domain of major industrial companies and certainly not the
norm within the hospitality
sector (Pantin, 2006). A decade ago similar in-house virtual
universities and business
schools were established in the Caribbean with large hotel
associations and resort
companies such as Sandals.
Key external challenges
2011 and 2012 were marked by several external challenges,
including flooding in Asia,
earthquakes and tsunamis in Japan. The economic instability
affecting many
European countries and economic turbulence in North America.
The struggle for
hoteliers to gradually recover from the economic downturn
continues. These efforts
have not met with complete success. In fact, “export
development faction with the
underlying hotel experience, continues to deteriorate as
hoteliers fall further behind
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guest expectations”, according to the “2012 North America
hotel guest satisfaction
index study” ( J.D. Power and Associates, 2012). The guest

17. satisfaction index measured
against seven key areas:
(1) reservations;
(2) check-in/check-out;
(3) guest room;
(4) food and beverage;
(5) hotel services;
(6) hotel facilities; and
(7) costs and fees.
“As the industry continues to recover and rates increase,
hoteliers need to get back to
the fundamentals and improve the overall guest experience,”
said Stuart Greif, vice
president and general manager of the global travel and
hospitality practice at J.D.
Power and Associates. “Charging guests more and providing
less is not a winning
combination from a guest satisfaction perspective, much less a
winning business
Figure 2.
Modules in the executive
diploma in hotel
administration
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strategy. In short, hoteliers are falling further behind and need
to catch up” (McLean,
2012).
Within the context of the current social climate and economic
conditions worldwide,
the following are five trends and best practices to consider.
Customer experience
Often, customer service is disguised by the use of technology.
The reality is that “there
is less service provided by the staff and more service provided
by the guest. This is
evident in everything from making one’s own reservation,
checking in, unpacking,
making a telephone call, help yourself breakfasts, wakeup calls,
used room service
trolleys, hanging wet towels, market research disguised as a
registration card. The
term user-friendly has been accepted as a replacement for
service” (McMillan, 2008). In
addition, shortage of workers in the hotel industry results in
hotels having insufficient
trained staff to provide efficient, effective and customer centric
service. Many of those
who are employed are untrained and stay in the job less time.
Redefining customer
service and the important interactions with their guests is a
must to review. Hoteliers
need to better understand the factors that influence,
differentiate and delight a

19. customer during all stages of their travel experience: this is one
of the keys to survival.
New global middle class
As new economies develop and populations demonstrate an
upsurge in their intent to
travel, the hotel industry must develop business strategies to
attract this new middle
class. Stuart Lloyd, senior director for marketing and
membership services, Pacific
Asia Travel Association (PATA), echoes this sentiment. “Two
words: middle class.
Middle class is a strong indicator of travel intent, desire and
ability. China is recording
25 million people classified as ‘middle class’ each year, and
Indonesia will soon reach
60 million of its population deemed to be middle class. India,
too, cannot be ignored for
the same reasons” (Lloyd, 2012). As a result, hoteliers must
learn how to attract this
new demographic and find opportunity to partner in order to
leverage the marketing
budgets. Moreover, they must sensitise their staff about the
cultural and other
important differences of this group of these new international
travellers.
Crisis management
The financial instability of the Euro zone, the economic
slowdown in North America,
factors impacting the flow of oil and consequently its price and
growth rates in
markets like China, India and Brazil were just some of the
issues that have impacted
the travel industry. At the same time, Asia’s travel market has
been growing steadily

20. despite facing tougher market conditions and a global economic
slowdown. According
to the senior director of marketing and membership services at
Pacific Asia Travel
Association, “crisis is a constant these days [. . .] thanks to
natural and geo-political
causes. The travel industry needs to prepare itself and find ways
to bounce back in a
more timely manner without further punishing affected
destinations” (Lloyd, 2012).
This includes working with both government and the private
sector to help mitigate
these types of uncertainty. Therefore, hoteliers must have a risk
management and
crisis management plan to address these types of challenges.
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Technology, social media and customer service
Technology continues to evolve and change the dynamics within
the travel industry.
Consumers find ways to better serve their needs and companies
test new models to find
the next great opportunity. As well, consumers are increasingly
social and mobile.
Smart-phones, tablets, e-readers are increasingly common
among rising numbers of
tech-savvy consumers. “Social” and “mobile” are not going
away, so now more than ever,
hoteliers and travel companies are required to keep pace. In
addition, the use of social

21. media and the numbers of people searching the web via mobile
phone will continue to
increase to unprecedented levels. “A recent Google white paper
found the number of
users researching travel via their mobile devices is expected to
grow 51 percent in 2012.
In Asia Pacific the case is equally compelling; over 15 percent
are projected to book travel
products and services via mobile by 2013. While hotel bookings
made via a mobile in
Asia are lower than elsewhere, this is changing rapidly. What is
more, Asia has the
largest number of mobile subscribers in the world (2.1 billion)
with a forecasted growth
of 50 percent by 2020” (Lloyd, 2012). “Travel searches are
becoming more complex which
focus increasingly on personalization and socialization” stresses
Ali Yilmaz, head of
Travel, Google Southeast Asia. When one searches for ‘hotels
in Ho Chi Minh City’, for
example, he or she will most likely will see colleague’s
thoughts about a hotel on a review
site, a college friend’s pictures on a photo web site or a
business page of a local
Vietnamese Travel Agency on Google Plus. So search results
will become more personal,
more social and most importantly more relevant” (Yilmaz,
2012).
Edward Perry, global senior director of social media, OTA
partnerships and
innovation projects, Worldhotels states that “in the past, social
media has been treated
as almost an experimental part of hotel operations. He predicts
that hotels or hotel
groups will seek to integrate social outreach into all aspects of a

22. hotels business: sales,
front desk, housekeeping, customer service, operations, food
and beverage, etc. Social
networkers will play an instrumental role in assisting team
members to understand the
role they plan on the social graph” (Perry, 2012).
Increasingly, the hotel industry is investing in social media
analytics. However,
Barbara Pezzi, Director Analytics and Search Optimization at
Fairmont Raffles Hotels
International states that “make sure to take into account savings
in profit calculation
but do not create or use intangible ‘made up’ metrics like the
ROI of a Facebook ‘like’ or
a twitter follower. It is a simple case of costs vs profits. If the
investment is in dollars,
then so must be the outcome, not followers, likes or clicks”
(Pezzi, 2012).
Data management
Most hoteliers and travel companies are accumulating data
across multiple platforms.
The amount of data created daily is 2.5 quintillion bytes,
according to IBM (Grenville,
2012). Third parties are often used to help analyse stored
information in data
warehouses. The challenge to understand this information in a
timely manner is a
daunting task. The best practices and performance
measurements that are easiest to
communicate and measure are those that do not require a
headquarters overhead or
third party to deliver or monitor personally. The so-called “big
data”, of which 90
percent was created in the past two years alone, now exceeds

23. the processing capacity
of conventional database systems. Clearly the volumes
generated from mobile devices,
social media, cloud computing and other sources call for action,
but in our
time-strapped world there is less time to process it. Correlating
and organizing large
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volumes of data from different sources is undoubtedly a
challenge, but once compiled,
these data sources are hugely powerful. Most companies do not
have a plan for
extracting value from their data. “It’s like sitting above a seam
of gold and not doing
anything about it, because it seems too hard or too different
from what hoteliers and
travel companies currently do, but how can they afford to
continue not to mine this
asset?” (Grenville, 2012). Grenville recommends some do’s and
don’ts:
Do’s
(1) Do have an analysis plan, before prior to diving into data.
(2) Do remember that data mining should be focused on tactics
and ROI.
(3) Do get started, even with imperfect or incomplete

24. information.
Don’ts
(1) Don’t look for the perfect model that explains everything.
(2) Don’t believe everything seen. Anomalies occur. If it
doesn’t make sense, the
data are probably erroneous.
(3) Don’t fall for the claim that social media tells the whole
story. Remember that
social media only represents the views of a vocal subset of
customers.
(4) Don’t get pulled into endless data exploration. Not finding
anything may mean
that there probably is nothing.
Conclusions: future world trends
It was predicted some 20 years ago that multiple hotel chains
would eventually roll up
into five major hotel groups, and while that has largely
happened, it has not made the
industry any easier to understand from a customer perspective.
What are the
differences, what are the unique selling propositions, and what
are the preferred
brands? Answers to these questions and others will likely
become clearer through the
evolution of the social networks. Star rating systems may
disappear in time to be
replaced by a system that enables a visitor to know if the room
will be five star, the
neighborhood or beach four star and the hotel restaurant three
star. Today, the

25. accommodation sector mainly comprises seven hotel segments:
(1) luxury;
(2) upper upscale;
(3) upscale;
(4) mid-scale full service;
(5) mid-scale limited service;
(6) economy/budget; and
(7) extended stay.
It is safe to assume that the factors that are likely to dominate
the future of the
international hotel industry will be:
. Technology.
. Asia.
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. Energy.
. Availability of labour.
. Demographics of the West.

26. There is no doubt that geographical space will play a large part
in the travel plans of
future generations, opening up huge opportunities for exciting
places to work and live.
Certainly places to visit will demand transient facilities, and
floating hotels are already
well advanced on the drawing boards.
The Caribbean landscape will change forever when Cuba is
freed from the USA
embargo, making it the only “drive-to” island in the Caribbean.
Similar geo-political
changes may well affect North Korea, Myanmar, Israel and the
Palestinian territories. It
might be painful but changes in the Euro Zone may see such
countries as Greece, Spain,
Portugal and Italy becoming more financially affordable and
potentially hungrier for the
average traveller and all of them are culturally advanced and
with attractive potential
for travel-starved Asians. Africa is emerging as a continent that
wants to be seen and
heard. The desert area in the North will be increasingly
attractive to high-end tourism as
will the safari industry which appeals more and more to aging
and ecologically
responsible baby-boomers. In Canada, dependence on the
domestic market is a serious
concern with limited growth potential available from a
comparatively small population
base. Canada’s tourism performance with respect to
international arrivals has not kept
pace with its competitors and has contributed to Canada’s
decline as a destination from
the world’s second place in 1970 to fifteenth place in 2010.

27. Destination marketing is a
critical component in the success of the tourism sector. As a
result, the hotel association
and hoteliers in Canada are endeavouring to understand cost
effective ways in which
they can attract and retain that ever increasing yet demanding
travel clientele. These
travellers are seeking the best value for their dollar and also
measuring and evaluating
their customer service. It is essential for Canadian hoteliers to
learn from the past,
understand the reasons for present challenges, and be aware of
the international trends.
Like most suppliers in the hospitality industry, the
accommodation sector is expected to
grow in 2012 and beyond. Tourist boards and country-based
marketing firms such as
the Canadian Tourism Commission (CTC) strive to attract
foreign travellers to Canada in
order get their share of the marketplace.
It is our view that the top five challenges facing the hotel
industry worldwide now
and in the foreseeable future are:
(1) Attracting employees due to a shortage of labour of
approximately 10 million
people worldwide.
(2) Reinventing the global borders to permit easy access to jobs.
(3) Modifying our DNA from a “service” culture to an
“entertainment” culture.
(4) Educating government on the value of tourism and non-
exportable jobs.

28. (5) Linking hotels and resorts directly to their local
communities for sustainability.
The key solutions in preparing hoteliers to face these challenges
are in the hands of
innovative trend-setting hotel companies and hospitality
educators who think outside
the box. The hotel industry in Canada must learn from the
international trends and
best practices to become more innovative and competitive. This
is vital to secure the
industry’s future.
International
hotel industry
161
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data’?, available at: www.eyefortravel.
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context of large hotel
operations”, in Jayawardena, C. (Ed.), Tourism, Hoteliering and
Hospitality Education,
Vijeya Publications, Sri Lanka, pp. 61-71.

29. Jayawardena, C. (2000), “International hotel manager”,
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experts are thinking”, Pacific Asia
Travel Association (PATA), London, Travel Industry News and

30. Conferences –
EyeforTravel, available at: www.eyefortravel.com (accessed 4
May 2012).
McLean, R. (2012), “2012 North America hotel guest
satisfaction index shows guests not satisfied
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28 July 2012).
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27 September 2012).
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the strategic role of hospitality
management associations”, in Jayawardena, C. (Ed.),
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in Tourism and Hospitality Business, Vijitha Yapa Publications,
Sri Lanka, pp. 3-12.
Pantin, D. (2006), “Strategic approach in managing
international hotels”, in Jayawardena, C.

31. (Ed.), International Trends and Challenges in Tourism and
Hospitality Business, Vijitha
Yapa Publications, Sri Lanka, pp. 189-97.
Perry, E. (2012), “The top 5 travel trends for 2012: what the
experts are thinking”, Travel
Industry News and Conferences – EyeforTravel, available at:
www.eyefortravel.com
(accessed 4 May 2012).
Pezzi, B. (2012), “The top 5 travel trends for 2012: what the
experts are thinking”, Travel Industry
News and Conferences – EyeforTravel, available at:
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4 May 2012).
Yilmaz, A. (2012), “The top 5 travel trends for 2012: what the
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WHATT
5,2
162

32. Further reading
Jayawardena, C. (1996), “The functional hotel school: a case
study from Sri Lanka”, in Kotas, R.,
Teare, R., Logie, J., Jayawardena, C. and Bowen, J. (Eds), The
International Hospitality
Business, Cassell, pp. 176-82.
About the authors
Dr Chandana (Chandi) Jayawardena is the President of Chandi
J. Associates Consulting, Oakville,
Canada. He is a Past President of the Institute of Hospitality,
OK (HCIA). Chandana (Chandi)
Jayawardena is the corresponding author and can be contacted
at: [email protected]
David McMillan is the Area Vice President, Canada, Carlson
Rezidor Hotel Group,
Mississauga, Canada. Previously, he was the President of the
International Hotel and Restaurant
Association.
David Pantin is the President of Silver Peacock Group, Niagara-
on-the Lake, Canada.
Previously, he was the Managing Director of Rocco Fonte
Hotels, UK.
Martin Taller is a Professor/Coordinator at the School of
Hospitality and Tourism, Algonquin
College, Ottawa, Canada.
Dr Paul Willie is a Professor with the School of Hospitality,
Tourism, and Administration at
Niagara College, Niagara-on-the-Lake, Canada.
International
hotel industry

33. 163
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Abstract—This study offers an attempt to understand green
event tourist motivation. The study suggests that the
conceptual framework of push, pull, and constraint factors in
the literature was generally supported. The study reconfirms
that green event tourists’ behavior is driven by internal and
external factors. In other words, they decide to go on a green
event because they want to fulfill their intrinsic desire, and at
the same time, their decisions on where to go are based on

34. destination attributes and constraints.
Index Terms—Green event tourism, tourist motivation push
and pull motive.
I. INTRODUCTION
In the past decades, the sustainable development of
tourism was received increased attention by both tourism
practitioners and travelers [1]. As the environmental
movement got underway and the environmental awareness
came into focus in the late twentieth century, the tourism
industry began incorporating environmentally responsible or
“green” innovations into their businesses. The travelers also
have become increasingly aware of the need for
environmental protection [2]. To help improve relations
with local communities, reduce costs, and attract green
conscious attendees, green events across the country are
making efforts to reduce tourists‟ footprint. According to a
recent study conducted in 2012 by the Center for

35. Sustainable Tourism and the Business School at East
Carolina University, 57.6% of festival attendees think it is
either very important or important for festival and events to
implement green practices. The same study found that
66.5% are more likely to attend a festival or event that had
implemented green practices, and 29.3% attendees would be
willing to pay more to attend an event that had implemented
green practices (abstract from www.agreenerfestival.com at
Given the complexity of the motivation construct, it is not
surprising that push and pull factors have been researched
either as separate [4], [5] or related constructs [6]-[9]. The
closer we move to appreciate what cause individuals to
value an organization‟s green efforts, the better marketers
will be able to develop strategies specifically targeted at
these tourists. To date there has little information has been
documented about motivations on green event tourists in
Taiwan. In recognizing the fact that knowing the importance
of both push and pull factors can help the destination meet

36. the desired needs of individual tourists from different
Manuscript received September 16, 2013; revised November 21,
2013.
Yu-Fen Chen is with the Chihlee Institute of Technology,
Taiwan
(R.O.C) (e-mail: [email protected]).
markets, this study has carefully selected Taipei County
Sustainable Development Education Center, located at Bali
Zou-an Park, as the primary case study site. Bali Zou-an
Park is a famous scenic spot in New Taipei City, with the
number of visitor arrivals more than 2.6 millions in 2012
[10]. Thus, this paper attempts to identify motivation factors
of green event tourists to Taipei County Sustainable
Development Education Center as they demonstrate
different domains of behavior, which may have important
marketing implications to the country. At the same time,
knowledge of tourist‟s motivation is critical to predict future
travel patterns.

37. II. LITERATURE REVIEW
The term event is used for describing different activities
designed for different purposes. These activities can be art,
sports, tourism and social activities, and can also be
activities organized by giant organizers more professional
and more formal [11]. The event is all about people-people
coming together to create, operate, and participate in an
experience [12]. It is an activity that gathers the target group
in time and room, a meeting where a message is
communicated and happening is created [13]. According to
A Survey of Push and Pull Motivations of Green Event
Tourists
Yu-Fen Chen and Huai-En Mo
International Journal of Information and Education Technology,
Vol. 4, No. 3, June 2014
260DOI: 10.7763/IJIET.2014.V4.409
Nov. 15, 2012) [3].
Berridge [14], events are a unique moment in time and aside
from everyday occurrences. Public or private, commercial or

38. charitable, celebratory or commemorative-events bring
people together to share an experience and produce a
measurable outcome [12]. Civic events, conventions,
expositions, fairs and festivals, hallmark events, hospitality,
incentive travel, meetings and conferences, retail events,
reunions, social life-cycle events, sport events, and tourism
are the examples of subfields of events [15]. Events not only
bring people together but also can provide significant
economic benefits [16]. The event industry is one of the
world‟s largest employers and contributes major positive
economic impact [17].
In recent years, more attention has been given to behavior
and choices in relation to festivals and special events. The
study of Mohammad and Som [5] reconfirmed that tourists‟
travel behavior is driven by internal and external factors. In
other words, tourists decide to go on a holiday because they
want to fulfill their intrinsic desires, and at the same time,
their decisions on where to go are based on destination

39. attributes. Park and Yoon [18] conducted a survey to
segment and profile the motivations of tourists. The results
showed that six dimensions of motivation among the rural
tourists included relaxation, socialization, learning, family
togetherness, novelty, and excitement. They also suggest
that the market can be divided into four segments based on
tourists‟ motivation: family togetherness, passive tourists,
want-it-all, and learning and excitement. Prayag and Ryan

40. International Journal of Information and Education Technology,
Vol. 4, No. 3, June 2014
261

42. [9] used qualitative research techniques to understand the
relationship between the push and pull factors of a tourist
destination and the influence of nationality on these factors.
The results indicated that different motives for visiting
Mauritius were found to exist between national groupings.
Overall, the contribution of the previous festival and
event motivation studies were descriptive in nature, and
contributed in two aspects: 1) a research framework for

43. surveying festival and event motivation was developed, and
2) the relationships between motivation and other variables
were investigated. In this study, the author developed a list
of motivation items and asked respondents to indicate the
importance of each item in their green event attending
motivations, and finally the results were then factor
analyzed into several dimensions.
III. METHODOLOGY
A. Survey Instrument
To explore the above mentioned variables, the
questionnaire-based interview was considered the most
suitable method. The design of the questionnaire has been
based on the study on event visitation motivation [19], and
the literature review combined with the own ideas of the
author of this study. The questionnaire includes 6 questions
and 29 statements divided into 4 sections.
B. Sampling
The interviews were basically conducted at one particular

44. spot in Taipei County Sustainable Development Education
Center, located at Bali Zou-an Park which is a famous
scenic spot in New Taipei City, at every Saturday and
Sunday during April to May 2013. The number of visitor
arrivals at Bali Zou-an Park was more than 2.6 millions in
2012 (Tourism Bureau, MOTC, 2013). Numerous tourists
usually sit around the building to eat and drink something. It
was found that this area was most suitable to accomplish the
interview because most people were having food or talking
so they had most likely interest and time to participate.
Approximately 300 tourists were asked to participate and
198 persons reacted positive on that (response rate was
66%). Reasons for non-participation were a lack of time or
no interest. The questions were asked in order as outlined in
the questionnaire.
IV. RESEARCH FINDINGS
The author started to set out the research objectives of this

45. study. The four main questions of this research are divided
into background, push factors, pull factors and constraints.
In order to demonstrate the relationship among these
research areas the author created a model, based on a
combination of literature, which shows the link between the
factors on influence.
A. Mean Values of Push Motives and Pull Motives
Table I and Table II respectively, rank the mean values of
push motive, pull motive, and constraint items from the
highest to the lowest. In Table I, seven items recorded mean
values above 4 while eight items were placed between the
ranges of 3.16 to 3.93. The item “By attending a green event
I visit a place that I have not visited before.” recorded the
highest mean value of 4.35, while item “By attending a
green event I could meet people with similar interests.
“ recorded the lowest mean value (2.60). In Table II, the
item “The beauty of the event location makes me want to
visit a green event.” obtained the highest mean value of 4.19

46. followed by item “I would like to learn something about the
destination where the green event is held. (4.14)”. The item
“The green event is the only reason I travelled towards the
destination.” were placed at the lower score (2.67).
TABLE I: MEAN VALUES OF PUSH MOTIVE ITEMS
Push Items Ranking Mean
1. By attending a green event I visit a place
that I have not visited before.
1 4.35
3. Visiting a green event is for me a form of
relaxation.
1 4.32
9. Attending a green event gives me an
opportunity to meet new people.
1 4.24
8. I enjoy participating in the activity of the
event while attending a green event.
1 4.18
14. By attending a green event I could
increase my social status.

47. 1 4.16
15. Attending a green event would impress
my friends and family.
1 4.14
7. The atmosphere at a green event makes me
want to visit.
1 4.09
2. By attending a green event I get away
from daily life stress.
2 3.93
4. Attending a green event makes me feel
relaxed.
2 3.86
12. I would like to experience a green event
visit as being an earthman.
2 3.86
11. Attending a green event gives me an
opportunity to enjoy a day out.
2 3.84
13. Attending a green event make me
reconnect spirtual roots.
2 3.83

48. 5. Attending a green event is for me a form
of self-exploration.
2 3.58
6. Attending a green event makes me satisfy
the desire to be somewhere else.
3 3.30
10. Attending a green event is for me a form
of socialization.
3 3.16
16. By attending a green event I could meet
people with similar interests.
4 2.60
Note: If the value of mean is > (or =) 4, the ranking is 1. If the
value of
mean is > (or =) 3.5 and < 4, the ranking is 2. If the value of
mean is > (or =)
3 and < 3.5, the ranking is 3. If the value of mean is < 3, the
ranking is 4.
TABLE II: MEAN VALUES OF PULL MOTIVE ITEMS
Pull Items Ranking Mean
4. The beauty of the event location makes me

49. want to visit a green event.
1 4.19
5. I would like to learn something about the
destination where the green event is held.
1 4.14
6. I would like to learn more knowledge
about the green event.
2 3.95
2. Attending a green event makes me realize
to be an environmentalist.
2 3.89
8. I would like to experience the culture of
the place/park where the green event is held.
2 3.88
10. The easy transportation makes me want
to visit a green event.
2 3.73
9. The inexpensive price level makes me
want to visit a green event.
2 3.65
1. Attending a green event has always been a
dream for me.

50. 3 3.26
3. To see some famous persons (actors or
artists) makes me want to visit a green event.
3 3.07
7. The green event is the only reason I
travelled towards the destination.
4 2.67
Note: If the value of mean is > (or =) 4, the ranking is 1. If the
value of
mean is > (or =) 3.5 and < 4, the ranking is 2. If the value of
mean is > (or =)
3 and < 3.5, the ranking is 3. If the value of mean is < 3, the
ranking is 4.

51. International Journal of Information and Education Technology,

52. Vol. 4, No. 3, June 2014
262
B. Factor Analysis of Push Motives and Pull Motives
TABLE III: FACTOR ANALYSIS OF PUSH MOTIVE ITEMS
Push Factors Factor loading Communality Eigen Value Variance
Me-an S.D.
Socialization 1.90 11.19 2.68 0.73
16. By attending a green event I could meet people with
similar interests.
0.74 0.58
17. To attend a green event I can talk about when I get
home.
0.68 0.57
10. Attending a green event is for me a form of
socialization.
0.64 0.46
Prestige 1.66 9.76 4.15 0.68
15. Attending a green event would impress my friends
and family.
0.77 0.71
14. By attending a green event I could increase my social

53. status.
0.70 0.55
Entertainment 1.50 8.84 4.11 0.50
2. By attending a green event I get away from daily life
stress.
0.70 0.53
8. I enjoy participating in the activity of the event while
attending a green event.
0.62 0.48
7. The atmosphere at a green event makes me want to
visit.
0.48 0.41
9. Attending a green event gives me an opportunity to
meet new people.
0.39 0.47
Self-exploration 1.32 7.76 3.76 0.60
12. I would like to experience a green event visit as being
an earthman.
0.69 0.51
5. Attending a green event is for me a form of
self-exploration.
0.55 0.39
13. Attending a green event make me reconnect spiritual

54. roots.
0.49 0.51
Relaxation 1.13 6.64 4.09 0.58
3. Visiting a green event is for me a form of relaxation. -0.66
0.55
4. Attending a green event makes me feel relaxed. 0.62 0.52
Escapism 1.05 6.20 3.83 0.55
1. By attending a green event I visit a place that I have
not visited before.
0.67 0.55
11. Attending a green event gives me an opportunity to
enjoy a day out.
0.56 0.42
6. Attending a green event makes me satisfy the desire to
be somewhere else.
-0.41 0.35
Total Variance explained 50.38
Total Scale Reliability Alpha 0.83
KMO 0.76
TABLE IV: FACTOR ANALYSIS OF PULL MOTIVE ITEMS
Pull Factors Factor loading Communality Eigen Value Variance
Me-an S.D.
Novelty 2.09 20.95 3.00 0.86
1. Attending a green event has always been a dream

55. for me.
0.87 0.80
3. To see some famous persons (actors or artists)
makes me want to visit a green event.
0.79 0.71
7. The green event is the only reason I travelled
towards the destination.
0.75 0.66
Self-development 1.31 13.07 3.91 0.55
6. I would like to learn more knowledge about the
green event.
0.82 0.75
2. Attending a green event makes me realize to be an
environmentalist.
0.61 0.52
8. I would like to experience the culture of the
place/park where the green event is held.
0.52 0.41
Natural resources 1.21 12.10 4.16 0.62
5. I would like to learn something about the
destination where the green event is held.
0.71 0.55

56. 4. The beauty of the event location makes me want to
visit a green event.
0.60 0.49
Easy access and affordable 1.03 10.34 3.69 0.67
9. The inexpensive price level makes me want to visit
a green event.
0.76 0.60
10. The easy transportation makes me want to visit a
green event.
0.54 0.51
Total Variance explained 56.46
Total Scale Reliability Alpha 0.79
KMO 0.73
To identify motivational dimensions, principal component
factor analysis was used to group the push and pull motive
items with characteristics. Six push motivational factors
were analyzed using Varimax Rotation procedure to
delineate the underlying dimensions associated with green
event tourists‟ motivations. The same procedure was also
applied to 10 pull motive items. All factors had an

57. eigenvalue greater than one. The composite reliability test
indicated that the reliability coefficients for push factors
stood at 0.83, 0.79 for pull factors, and 0.77 for constraints
Items.
Table III reports that the factor analysis of 17 push
attributes results in six factors grouping, which accounting
for 50.38 per cent of the variance. The factor groupings of
push factors are „socialization‟, „prestige‟, „entertainment‟,
„self-exploration‟, „relaxation‟, and „escapism‟.
„Socialization‟ is the most important push motivational
factor to attend a green event, and this explained 11.19 per
cent of variance (eigenvalue is 1.90). The second most
important factor is „prestige‟ with a variance score of 9.76.
These two factors reflect the respondents desire to socialize
with people and fulfill prestige by attending a green event.
Table IV reports that the factor analysis of 10 pull
attributes results in four factors grouping. They are „novelty‟,
„self-development‟, „natural resources‟, and „easy access

58. and affordable‟. These groupings accounted for 56.46 per
cent of the variance. „novelty‟ is the most important pull
motivational factor to green event visitors, and this
explained 20.95 per cent of the variance (eigenvalue is 2.09).
the second most important pull factor is „self-development‟
with a variance score of 13.07. these two factors
demonstrate that green event visitors are pulled by some
famous persons (actors or artists), green event itself, being
knowledgeable, or environmentalism, etc.
V. CONCLUSIONS
This study offers an attempt to understand green event
tourist motivation. The study suggests that the conceptual
framework of push, pull, and constraint factors in the
literature was generally supported. The study reconfirms
that green event tourists‟ behavior is driven by internal and
external factors. In other words, they decide to go on a green
event because they want to fulfill their intrinsic desire, and
at the same time, their decisions on where to go are based on

59. destination attributes and constraints.
Looking into factors identified as push attributes, the
study claimed that the needs for prestige, entertainment and
relaxation are among most important motives which trigger
the need to attend green events. The evidence is consistent
with Mohammad and Som‟s research results that people
travel with specific motives to fulfill prestige, attain
entertained and feel relaxed (2010). The pull attributes, on
the other hand, demonstrate that the factor of natural
resources is regarded as the most important one to promote
repeat visits. The country should capitalize on its heritage,
natural attractions, and culture. Nevertheless, the pull factor
of self-development is considered as second important
attribute to attract green event tourists. Obviously, majority
of green event tourists are willing to attend green events due
to achieve some kind of self-realization.
VI. RESEARCH LIMITATIONS
The findings of this study were based on one green event.

60. The geographic setting of the region and the event‟s location
limit the generalizability of the findings. The selected
method of questionnaire-based has several disadvantages.
The main shortcoming is the fact that it only considers
visitors of green events and not persons who decided not to
go. Furthermore the reliability and accuracy of the answers
on the questions was sometimes doubtful. This study does
not examine the interactions among the push and pull
factors.
Moreover, the author had difficulties finding appropriate
candidates. In the limited cases somebody was found,
people tended to be very reserved and have difficulties
expressing their attending motives sometimes. Time
constrains were the main reason not to participate.
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Yu-Fen Chen was born inTaipei, Taiwan, 1970. She got

64. Doctoral Degree in University of Missouri, USA. She
presents professional occupation is an associate professor
in Chihlee Institute of Technology, Taiwan. Her research
interests include Tourism related subjects, education
technology application, and so on.
International Journal of Information and Education Technology,
Vol. 4, No. 3, June 2014
263