Networking

Green Hospitality: Green Hospitality: Saving the EnvironmentSaving the Environment

A student Webzine from the International Council on Hotel, Restaurant, and Institutional Education

for Future Hospitality & Tourism Professionals

Vol. 17 No. 1 • ISSN: 1095-7898 Spring 2008

HOSTEUR

INTERNATIONAL

CHRIE The Hospitality & Tourism Educators

Volume 17, No. 1 | Spring/Summer 2008 Issue2 HOSTEURTM

Sustainability Standards for the Hotel Industry............5 by Andrew Moreo

Destination “Green”land - a Look at the Sustainable Efforts of the Air Travel Industry......................9 by Katie Fontaine

Green Hotels..................................................13 by Maureen Oderwald

Hospitality Graduates: Experience is the WOW-Winning Opportunities Worldwide ............................17 by Cynthia Mayo, PhD

Tips on Creating & Managing a Successful Online MBA Program.................................................19 by Natasa Christodoulidou, PhD, Melissa St. James, PhD and Kathleen B. Nelson, PhD

Hospitality & Tourism Management Redefi ned: A New Perspective for the 21st Century ..................23 by Cynthia Mayo, PhD

Service & Guest Loyalty in the Hotel Industry: the Impact of Employee Commitment on Guest Satisfaction ...........................................27 by Ahmed Elebiary and Tim Lockyer

Executive Editors Frederick J. DeMicco, Ph.D.

Cihan Cobanoglu, Ph.D., CHTP University of Delaware

Publisher Kathy McCarty

International CHRIE

Editorial Review Board Ali Sukru Cetinkaya

Selcuk University, Turkey

Eric Chan Hong Kong Polytechnic University

David Chang, Ph.D. East Carolina University

Henry Clavijo Paul Bocuse Institute, France

Daniel Connolly, Ph.D. University of Denver

Kadir Corbaci, Ph.D. Mersin University, Turkey

Isolyn Duncan Delaware State University Student

Shelley Dunkley Delaware State University

Isabell Hodgson Leeds Metropolitan University, UK

Ersem Karadag, Ph.D. Robert Morris University

Cynthia Mayo, Ph.D. Delaware State University

Patrick J. Moreo, Ed.D., CHA University of Nevada, Las Vegas

Daniel Norris University of South Carolina

Heejung (Cheyenne) Ro Pennsylvania State University

Dr. Bill Ryan Oklahoma State University

Ritta Tuikkanen Mikkeli University of Applied

Sciences, Finland

Jan Willem van Brouwershaven Hotelschool The Hague, Netherlands

HOSTEURTM magazine is the only internationally dis- tributed career and self-development magazine for future hospitality and tourism professionals. It aims to prepare students at International CHRIE member schools who are studying for careers in the industry to make the transition to graduate or study-abroad programs, or to professional life with restaurants and foodservice management, hotels and lodging, and travel-related businesses; food & beverage pro- ducers; equipment manufacturers; trade and profes- sional associations, and commodity groups.

HOSTEURTM magazine is published semi-annually in the fall and spring by the International Council on Hotel, Restaurant, and Institutional Education. No part of this publication may be reproduced or transmitted in any or by any means, electronic or mechanical, including photocopy, recording or any information retrieval system, without written per- mission of the publisher. All material in the magazine is copyrighted © 2005 by the International Council on Hotel, Restaurant and Institutional Educaiton, except where noted otherwise. All rights reserved. HOSTEURTM magazine is available free of charge to International CHRIE member schools for distribution to students by educators and administrators.

International Council on Hotel, Restaurant, and Institutional Education 2810 North Parham Road, Suite 230 Richmond, Virginia USA 23294 Telephone: 01 (804) 346-4800 | Fax: 01 (804) 346-5009 Email: [email protected] | Website: http://www.chrie.org

In This Issue...

HOSTEUR • Volume 17, Issue 1 • 2008

Volume 16, Issue 2 HOSTEUR

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 3

From the Editors

for Future Hospitality & Tourism Professionals

HOSTEUR Concern about the environment in the United States dates back to the 1800’s. Then John Muir (the founder of the Sierra Club in 1892) spoke out on environmental issues. Mr Muir was was instrumental in the founding of the National Park Service in 1916. Today Green tourism, and environmental issues are at the forefront of consumers and managers in hospitality and tourism, although sometimes it takes a backseat to economics and the “bottom line”. At the World Economic Forum Annual Meeting in in Davos, Switzerland, in 2007 the major topic of interest, was environmental concerns as related to our industry of travel.

Web 2.0 tools today openly debate green issues in the hospitality and travel industry. If you go to the American Hotel and Lodging Associations website and under CEO Joe McInerney’s BLOG (www.ahla. com/blog/) you will see the following as one example:

…Back in Washington on Monday, we had a productive meeting with the U.S. Green Building Council as they move forward on a LEED certifi cation that better accommodates the needs of the hospitality industry. In fact ‘green’ meetings serve as bookends to my week, as we will meet with AAA and Green Key today to discuss creating a comprehensive operations certifi cation program “.

Other “green initiatives” include the environmental leadership of the Marriott International for ex- ample (excerpted from http://marriott.com/news/detail.mi?marrArticle=160342 ) include: • Marriott appointed three Regional Directors of Energy and an architect certifi ed by the U.S.

Green Building Council for Leadership in Energy & Environmental Design (LEED) - to help over- see a variety of programs including Marriott’s fi rst LEED-certifi ed hotel, The Inn & Conference Center by Marriott in Adelphi, Md;

• Group “Re-Lamp” campaign, which replaced 450,000 light bulbs with fl uorescent lighting in 2006 and saved 65 percent on overall lighting costs and energy usage in guest rooms;

• Linen Reuse Program, a global effort to encourage guests to reuse linens and towels during their hotel stay which saved 11 to 17 percent on hot water and sewer bills involved in launder- ing operations at each hotel;

• Marriott’s smoke-free policy in all U.S. hotels announced last year, improves indoor air quality and will result in a 30 percent reduction in energy use for air treatment systems;

• Marriott’s “Ozone Activated Laundry” and “Formula One Systems” can save up to 25 percent in energy used in laundry systems;

• Replacement of 4,500 outdoor signs with LED and fi ber optic technology yielding a 40 percent reduction in outdoor advertising energy use in its fi rst year;

• Installation of 400,000 new shower heads which reduce hot water usage by 10 percent each year;

• New waste-management pilot program to streamline efforts and identify the most environmen- tally friendly, yet cost-effi cient methods for Marriott’s 2,800 hotels around the world to contin- ue to adhere to the company’s recycling guidelines for trash, cardboard, newspaper and glass

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Volume 17, No. 1 | Spring/Summer 2008 Issue4 HOSTEURTM

Eta Sigma Delta is an international honor society that recognizes exceptional academic achievement among hospitality and tourism students. Eta Sigma Delta is administered by the International Council on Hotel, Restaurant and Institutional Educational (International CHRIE), the leading international association devoted to hospitality and tourism education.

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Through the abundance of articles, associations and websites concerning the environment and the im- pact society has on it, it is clear that environmental concerns have become a force driving change in the hospitality and travel industry. It is still unclear if this concern for the environment is a fad or if it will become a permanent fi xture in the world’s business and social landscape. Only time will tell, but we predict the later –it is here to stay (Moreo & DeMicco, 2008)

Therefore, it is timely and pertinent that we explore options and methods for evaluating environmental initiatives, which this issue of HOSTEUR™ does. Several of the articles today contribute to the body of knowledge as we continue to build a foundation of information and data on green initiatives, and eco- friendly hospitality initiatives that surely will impact our industry. We would enjoy hearing from you at [email protected] and [email protected]. Thank you.

Frederick J. DeMicco, PhD, RD, FMP ARAMARK Professor & Chair of HRIM University of Delaware 14 W. Main Street Newark, Delaware USA 19716 Telephone: 01 (302) 831-6077 Email: [email protected]

Cihan Cobanoglu, PhD, CHTP Associate Professor of HRIM University of Delaware 14 W. Main Street Newark, Delaware USA 19716 Telephone: 01 (302) 831-4881 Email: [email protected]

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Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 5

Sustainability Standards for the Hotel Industry

By Andrew Moreo

(continued on Page 6)

Andrew Moreo is a graduate student in the Hos- pitality Information Management program at the University of Delaware.

The starter pistol has been fi red and the race has begun! It may be the most important race of our time and yet there are no offi cial rules, nor referees, nor even a fi nish line. What is the race you may ask? It is the race to be “green”, “envi- ronmentally-friendly”, “sustainable”, “ecologi- cally minded”… But what does all this mean? And who is to say who is “green” and who is not? Maybe, just maybe there should be a new stan- dards body which focuses solely on sustainability in the hotel industry.

As with Hospitality Technology Next Generation (HTNG) this new standards body (for argument’s sake let us call it Sustainability Standards for the Ho- tel Industry: SSHI) should represent government and regulatory bodies, industry partners, vendors, and aca- demics. With all the major par- ticipants in one body it would be possible to develop and implement environ- mental standards of the hotel industry.

We all now by know that the climate is changing, that we, as humans, have created this potential catastrophe, and it is mostly due to greenhouse gas emissions (Working Group I, 2007). A sig- nifi cant portion of these greenhouse gases come

from utility production. An American Hotel & Lodging Association press release from Novem- ber 12, 2004 quoted then AH&LA President & CEO Joseph A McInerney, CHA as saying: “The lodging industry spends almost $4 billion a year on energy, yet much of it goes to waste.” It should be clear that the U.S. hotel industry uses a signifi cant amount of energy for its operations, and are thus an important source of greenhouse

gas emissions.

Greenhouse gas (GHG) emissions may be at the forefront of the

minds of many con- sumers and execu-

tives alike, however, util- ity use and its GHG emis- sions are only one aspect of what it means to become sustainable.

In 2001 the Coalition for Environ- mentally Responsible Economies created

“Ceres’s Green Hotel Initiatives: Best Practice Survey” in attempt to discover what hotelier’s were doing to become more environmentally- friendly. This survey encompassed fi ve areas of interest: Company Commitment and Awareness, Energy Effi ciency, Solid Waste Minimization, Air and Water Quality, Water Conservation and Envi- ronmental Purchasing. This survey makes clear that becoming sustainable or environmentally- friendly encompasses not only concern for GHG emissions, but a whole of host of issues from supply chain management to waste reduction. Sustainability is truly a multifaceted issue which needs an educated, informed, and independent body to help clarify and regulate what hotels say about their environmental practices.

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In 2001 the Coa mentally Responsible

“Ceres’s Green Hotel Initia Survey” in attempt to disco were doing to become mor friendly. This survey encom

Volume 17, No. 1 | Spring/Summer 2008 Issue6 HOSTEURTM

(continued from Page 5) It should be coming clear the diffi cult task it is to then determine: “Who is green?” How is a guest to know what “green” means? In which of the fi ve areas from the CERES Best Practices survey is the hotel participating and at what level? With the dizzying array of claims made by the busi- ness world at large and the hotel industry in spe- cifi c where are guests to turn for the truth? The International Ecotourism Society estimates that 17 million U.S. travelers take environmental is- sues into consideration as they deliberate which travel company to use (Tierney, 2007). Guests want to know what hotels are doing to help the environment, but without a uniform measure of “greenness”, validated by an independent third party, it is impossible for the guest to make an in- telligent, informed decision. With this signifi cant

duce health care costs by 30%. And for the VP of Marketing, What about potentially free market- ing? There are some hotels who have received upwards of $1 Million in free publicity because of media outlets covering their initiatives as stories (Tierney, 2007). And as a VP of Marketing, besides enjoying any free publicity, wouldn’t it be nice to be able to effi ciently and effectively commu- nicate the level of “environmental-friendliness” in which your hotel(s) participates?

Besides cost savings and free marketing there is always the looming chance of new disclosure rules from the SEC. There are now capital market funds which represent $45 Trillion in investor as- sets. The investors in these funds are interested in the environmental impacts of the companies

number of travelers considering environmental issues and the lack of clarity about claims made by industry, it is incumbent upon the hoteliers to establish a body which can develop and admin- ister standards that will clarify and validate any and all claims made by hotels about their envi- ronmental efforts.

In addition to guest benefi ts companies can reap signifi cant rewards for their participation in an effort to establish environmental standards. First and foremost, to all the CFOs, there is a tremen- dous amount of money to be saved by cutting energy, and water costs. The EPA estimates that a 30% reduction in energy will yield $.50/ ft2/yr savings. This translates into a $50,000 savings over 5 years for 20,000 ft2. There are some case studies which suggest that improving indoor air quality can increase productivity by 16% and re-

in which they invest. There has reportedly been a petition sent to the SEC requesting new dis- closure rules about the environmental impact of publicly held companies. The illumination these disclosure rules bring to issues often lead the SEC rules to become de-facto regulation (Butler, 2007). The reality is all public companies must ultimately answer to their share holders, and so they want any type of disclosure to shed positive light on their activities.

There are programs right now which make an attempt to have standards: The Leadership in Energy and Environmental Design from the U.S. Green Building Council, Energy Star a govern- ment energy rating system, Green Seal an NGO promoting environmental responsibility, and Green Key an eco-rating program from the Ho- tel Association of Canada to name a few. Some

“The reality is all public companies must ulti- mately answer to their share holders, and so they want any type of disclosure to shed positive light on their activities.”

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 7

of these programs are more rigorous and well known than others. However, as good as these programs are, they either have funding but are area specifi c (LEED, Energy Star), or are not as well funded but look at industries as a whole. The hotel industry needs a program which can evaluate the overall environmental impact of in- dividual properties.

Part of the task for this standards body would be to publish bench marks for resource consumption and waste for hotels. This is a very diffi cult task as each type of hotel along with what amenities are offered and their geographic location all af- fect their consumption and waste. I have heard that there is such a website coming, however as of yet it has not materialized.

The hotel industry needs a standards body which can incorporate the rigorous standards which do exist, but develop new standards and rigor where the current standards fall short. This new body must also be independent, reputable, and fund- ed as it will need to evaluate and rate proper- ties. This rating will be valuable to the company in terms of marketing to guests, saving money, helping the environment and staying ahead of any new SEC disclosure rules. For guests the new rating system will provide a guide for their con- sideration during the purchase process. These ratings should help to clarify and validate any and all claims made by hotels properties and/or company about their environmental initiatives.

References AH&LA. (2004). AH&LA good earthkeeping program helps industry improve fi nancial performance and environmental stewardship. Retrieved December, 08, 2007, from http://www.ahla.com/news_ view_release.asp?mstr=428.

Butler, J. (2007). Why the SEC may make you go green. Retrieved November 10, 2007, from www.green- lodgingnews.com/Content.aspx?id=1476.

Coalition for Environmentally Responsible Economies. (2001). Ceres’ Green Hotel Initiative: Best practice survey. Retrieved October 20, 2007 from

http://www.ceres.org/pub/docs/Ceres_GHI_BPS_ survey.pdf.

Tierney, R. (2007). Going green: Sustainable practices take root in hospitality. HSMAI Marketing Review, Summer 2007, 24-33.

Working Group I. (2007). Contribution of working group I to the fourth assessment report of the intergov- ernmental panel on climate change. Retrieved May 5, 2007, from http://www.ipcc.ch/WG1_ SPM_17Apr07.pdf.

1. Tell me about yourself.

2. Why did you leave or are you leaving your last position?

3. What do you know about this company?

4. What are your goals?

5. What are your strengths & weaknesses?

6. Why do you want to work for this company?

7. What has been your most signifi cant achievement?

8. How would your last boss & colleague describe you?

9. Why should we hire you?

10. What are your salary expectations?

Ten (10) Most Common Interview Questions

Volume 17, No. 1 | Spring/Summer 2008 Issue8 HOSTEURTM

Your Guide to Resume Writing How to Prepare an Effective Resume

Reprinted from http://www.jobweb.com/

Resume Essentials Before you write, take time to do a self-assessment on paper. Outline your skills and abilities as well as your work experi- ence and extracurricular activities. This will make it easier to prepare a thorough resume.

The Content of Your Resume Name, address, telephone, e-mail address, web site address All your contact information should go at the top of your resume. • Avoid nicknames. • Use a permanent address. Use your parents’ address, a friend’s address, or the address you plan to use after graduation. • Use a permanent telephone number and include the area code. If you have an answering machine, record a neutral greeting. • Add your e-mail address. Many employers will fi nd it useful. (Note: Choose an e-mail address that sounds professional.) • Include your web site address only if the web page refl ects your professional ambitions.

Objective or Summary An objective tells potential employers the sort of work you’re hoping to do. • Be specifi c about the job you want. For example: To obtain an entry- level position within a fi nancial institution requiring strong analytical and organizational skills. • Tailor your objective to each employer you target/every job you seek.

Education New graduates without a lot of work experience should list their educational information fi rst. Alumni can list it after the work experience section. • Your most recent educational information is listed fi rst. • Include your degree (A.S., B.S., B.A., etc.), major, institution attended, minor/concentration. • Add your grade point average (GPA) if it is higher than 3.0. • Mention academic honors.

Work Experience Briefl y give the employer an overview of work that has taught you skills. Use action words to describe your job duties. Include your work experience in reverse chronological order—that is, put your last job fi rst and work backward to your fi rst, relevant job. Include: • Title of position • Name of organization • Location of work (town, state) • Dates of employment • Describe your work responsibilities with emphasis on specifi c skills and achievements.

Other information A staff member at your career services offi ce can advise you on other information to add to your resume. You may want to add: • Key or special skills or competencies • Leadership experience in volunteer organizations • Participation in sports

References Ask people if they are willing to serve as references before you give their names to a potential employer. Do not include your reference information on your resume. You may note at the bottom of your resume: “References furnished on request.”

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 9

(continued on Page 10)

Destination: “Green”land - a Look at the Sustainable Efforts of the Air Travel Industry

By Katie Fontaine

I love traveling. The sights I’ve seen—from the majestic Swiss Alps, to the fi ery Hawai’ian vol- canoes, to the colorful Great Barrier Reef—will never be forgotten. However, un- less more drastic measures are taken, these breathtaking natural landmarks will be hurt by the very means we use to get to them—air travel. Luckily, there are programs in place that are focusing on re- ducing carbon dioxide emissions, reducing nitrogen oxide emissions, improving energy effi ciency, and maybe most importantly generat- ing consumer awareness.

Carbon Dioxide Thanks to rising concerns of global warming, much of the world’s pop- ulation is aware that Mother Nature can blame this crisis on rising levels of carbon dioxide, or CO2, in the atmosphere. This CO2 is to blame because it traps the heat that Earth emits in- stead of letting it escape to outer space. Air- craft account for about 1.6% of worldwide CO2 emissions, however it is a rapidly growing indus- try, and that number is sure to rise unless it is tackled now (Milmo, 2007). That’s where the makers of EcoJet come in. According to its carrier, EasyJet, the plane’s de- sign, when integrated with existing technology, will produce 50% less CO2 than its existing fl eet,

Airbus (Milmo, 2007). Furthermore, it would be ready to fl y in less than ten years. The reduced CO2 emissions are the result of the work of two

aeronautical engineers employed by EasyJet. Since the OPEC oil crisis continuously increased oil prices in the late 1980s, these engineers and EasyJet have been focused on constructing open rotor engines. They have produced prototype open rotor engines that will produce 25 percent less CO2 per passenger per kilometer fl own than standard aircraft (Milmo, 2007). Additionally, by using lighter aluminum composite material, fuel burn is decreased 15 percent. Finally, the last 10 percent comes from slower in-fl ight speed (Milmo, 2007). These engines look like conven- tional jet engines, just without the coverings. The only hesitation is concerning the noise com- ing from the engines, but that is a small price to pay for cleaner air.

EasyJet has been trying to convince plane manu- facturers to build more sustainable aircraft, and has been specifi cally in contact with Boeing and

Katie Fountaine is an Undergradate Student in Hotel, Restaurant and Institutional Management at the University of Delaware.

Volume 17, No. 1 | Spring/Summer 2008 Issue10 HOSTEURTM

(continued from Page 9) Airbus, the world’s largest plane manufactur- ers, and the engine maker Rolls-Royce. Chief Executive of EasyJet Andy Harrison said that Boeing and Airbus would be able to construct a new plane from scratch in less than eight years (Milmo, 2007). This is no time at all considering the demand for more of today’s aircraft has to be reconciled fi rst since their orders have been accepted and are in production. There is hope yet that the amount of CO2 in the atmosphere will be reduced, slowly reversing the damage we have done.

Nitrogen Oxide Just because you can’t see something, doesn’t mean it isn’t there. Such is the case for nitro- gen oxide emissions, NOx for short. These emis- sions greatly impact the immediate region the airport is in, as they are ejected into the at- mosphere the most during take-off and landing procedures. This causes problems with human health, and also increases the smog in the area. Fortunately, the National Aeronautics and Space Administration (you know, NASA) has implement- ed a program to combat these emissions, called the Ultra-Effi cient Engine Technology (UEET) Program. Their goal is to reduce NOx emissions to 70 percent below the international standards that were created in 1996 (NASAexplores, 2001). This will be a huge step in US international sus-

tainable relations, because many Europeans countries have tighter regulations on allowable emissions than the USA. For example, some air- lines are charged a penalty when they exceed the emissions amount permitted.

Airplane combustors are full of high-pressure air, and when it they are heated, they thrust the airplanes into fl ight. The UEET Program uses computer models of subsonic aircraft engines to understand how changing one variable of com- bustion affects the amount of emissions ejected. Also, they use model fl ame tubes to simulate fuel being injected into a combustor. Through sector tests, which target a portion of the combustor to lower emissions, and these simulations, NASA has found that by using advanced combustor de- signs and fl ame tubes they can reduce NOx emis- sions by greater than the 70 percent target mark (NASAexplores, 2001).

In addition to emission control through combus- tion, the UEET Program is working on reducing emissions through high-strength, high-temper- ature, and low-weight materials for engines. These factors help reduce emissions because they require less fuel and make the engine more effi cient. Lori Manthey, a support offi cer for the UEET Program, says that NASA expects “air traf- fi c to double and triple by 2010,” thus increas- ing the number of airplanes and fl ights. Luck- ily, with this project, NASA is “making very great progress” (NASAexplores, 2001).

Energy Effi ciency Airports require much energy. Planes need to fl y, shuttle buses need to take people across the facility, other vehicles need to take luggage back and forth between the aircraft and the airport, tickets need to be printed, baggage to be rotat- ed, lights to be on, climate to be controlled, and more. Luckily, the Clean Airport Partnership, or CAP, was established in 1998. This is the only not-for-profi t corporation working to improve

“Just because you can’t see something, doesn’t mean it’s not there. Such is the case for nitrogen ox- ide emissions.”

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 11

future developments in airport technologies and operations will improve regional conditions. Fi- nally, it shows the specifi c strategies it wants the airport to take to increase sustainability and cut costs, which convinces the community that such operations will be benefi cial and not such a strain on the local economy after all. Now the GAI is ready to move on to the implementation phase.

The implementation phase gives a specifi c blue- print for producing new technologies or opera- tions and secures funding. First, it defi nes the steps that need to be taken to ensure success. Then, it analyzes the strategies and work plans

of the program, and incorporates them with GAI goals of sustainability and community sup- port, and with any current projects at the air- port. Next, by showing the advantages of new technologies and operations, the GAI secures the fi nancial support it needs to get the project started. Finally, after the technology or opera- tion has been in place, the GAI develops reports to show the value of the project.

Currently, the CAP is working with Dallas For Worth International Airport (DFW) to implement a GAI project. It is trying to increase sustain- ability by addressing and solving energy prob-

(continued on Page 12)

environmental quality and energy effi ciency of airports, as well as addressing the concerns of those who live around airports. Local communi- ties felt that airports were not addressing and meeting their environmental responsibility, and tried to squander any plans for expansion in an increasing successful manner. As a compromise, CAP employed experts in the areas of facilita- tion and confl ict resolution, land use and noise mitigation, air quality, water quality, building ef- fi ciency, aircraft operations, ground transporta- tion, and sustainable development.

To further remedy the situation, CAP recently has been focused on implementing the Green Airport Initiative (GAI) with contribu- tions from the U.S. Department of En- ergy, the U.S. Environmental Protection Agency, the Rockefeller Foundation, and the U.S. Congress (Clean Airport Partner- ship, 2007). This program seeks to mini- mize the negative impact airports have on the environment and increase their sustainability, all while keeping the local community satisfi ed with their actions by showing cost-effective ways to reduce nuisances. Additionally, it gathers sup- port for new operations by tailoring them to the needs of the community. This gives the community power and a sense of involvement, which in turn leads to fi nancial support. There are two major steps in this pro- cess: the baseline phrase and the implementa- tion phrase (Clean Airport Partnership, 2007).

The GAI’s baseline phase gives a picture of the airport’s current operations and how it can re- late to the community, and is usually fi nished in about six months. It starts by creating an en- vironmental profi le. This should state how the airport is currently encouraging and engaging in sustainability, which may not be recognized by the community or even the airport itself. Next, the GAI reaches out to the local community, gaining involvement and support by showing how

Volume 17, No. 1 | Spring/Summer 2008 Issue12 HOSTEURTM

(continued from Page 11)

lems created from landside vehicles, ground support equipment, auxiliary power units on the aircraft, electric power consumption, electric- ity supply alternatives, emission shift, and the GAI is looking at how emission reduction credits, funding opportunities, and future direction will impact the project (Clean Airport Partnership, 2007). This is one of the largest sustainability projects in the United States, and if it continues, the Dallas, Fort Worth region will reap the eco- nomic and employment benefi ts. Additionally, it will foster support for future GAI projects. No matter what, this project will help improve en- vironmental quality, energy effi ciency, and com- munity satisfaction.

Conclusion: What Consumers Can Do Now if you are like me, you are not a scientist. Especially a rocket scientist. As much as I would like to help these emissions-cutting, environ- ment-saving programs, I can’t. Luckily, many airlines realize this, and have created programs where anyone can help the environment. If you purchase a ticket at delta.com, you have the option of donating to the Conservation Fund as part of your purchase, with a recommendation of $5.50 to $11 for international round-trip fl ight (Executive Travel, 2007). After paying hundred of dollars for a fl ight, what’s ten bucks? Your donation will go to planting trees all around the world. Silverjet, an all-business airline, auto- matically donates about $28 from each round trip ticket for environmental projects around the world (Executive Travel, 2007). Who said it ain’t easy being ‘green’?

References Clean Airport Partnership, Inc. (2007) Solutions for airports and communities. Retrieved 24 Novem- ber 2007 from http://www.cleanairports.com/.

Clean Airport Partnership, Inc. (2007) Green Airport Ini- tiative. Retrieved 24 November 2007 from http:// www.cleanairports.com/reports/GAI.pdf.

Glade, Jim. (24 September 2007). Executive travel/Green airlines: Carriers consider carbon offsets. Re-

trieved 1 December 2007 from http://www.ex- ecutivetravelmagazine.com/page/ Green+airlines?t=anon.

Milmo, Dan. (14 June 2007) EasyJet unveils EcoJet. Retrieved 17 November 2007 from http://www. guardian.co.uk/environment/2007/jun/14/ theairlineindustry.business.

NASAexplores. (29 March 2001). Wanted: green airplanes. Retrieved 18 November 2007 from http://www. nasaexplores.com/show2_articlea.php?id=01-021.

Now you can go global. When you join Interna- tional CHRIE, you receive the best in hospitality and tourism education available outside the class room.

What is International CHRIE? Since 1946, the International Council on Hotel, Restaurant, and Institutional Education (ICHRIE) has served as the global advocate of hospitality and tourism education for schools, colleges and universities that offer programs in hotel and restaurant management, foodservice manage- ment and culinary arts. ICHRIE has more than 1,300 members in 52 countries.

For additional information and membership application forms, visit the International CH- RIE website at http://www.chrie.org.

International CHRIE Offering a world of opportunities for

hospitality and tourism education

Telephone: 01 (804) 346-4800

FAX: 01 (804) 346-5009

Email: [email protected]

International CHRIE 2810 North Parham Road

Suite 230 Richmond, Virginia

USA 23294

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 13

(continued on Page 14)

ment in travel and tourism, however, is only gain- ing support and popularity. The perceived cost of converting their properties into more ecologically aware operations is what is keeping many busi- nesses from taking the plunge, but in reality many of the changes will save money in the long run and

are much easier to make than it seems.

There are plenty of new products on the market, as well as associations and support groups for hotels trying to ‘go green’, so it is not for lack of resources that these ho- tels still haven’t made the switch. At the International Hotel/Motel and Restaurant Show in New York City in November, there were several exhibitioners with new green products.

Many amenities and cleaning products now are being made 100% natural, dye-free, and scent-free to improve the conditions of the air and environment inside hotels. Their packaging is also changing. Cleaning products are being made in completely bio- degradable containers and there is a push for amenities to be offered in bulk, rather than small plastic bottles (GHA). This has opened a market for dispensing systems.

The Guestroom 2010 featured the Natura Dispens- er Program, which prevents over 1000 amenity packages from entering local landfi lls (Guestroom 2007, p. 28). Many of the reforms hotels are mak- ing to go green, including this one, are actually benefi ting them economically. By adopting the dispensing systems, hotels are able to stop losses from guests taking the amenities with them.

There are also several sub-trends within the going green movement that were evident at the con-

One of the latest and most explosive trends in ho- tels today is ‘going green’. From energy saving technology intended to improve lighting and wa- ter, to environmentally friendly linens, furniture, and cleaning products, hotels have many options when it comes to helping to save our Earth. Some

hoteliers think that this is just a fl eeting trend and they are cautiously making as few changes as possible, waiting to see if this is a permanent consumer preference. The eco-friendly move-

Green Hotels By Maureen Oderwald

Maureen Oderwald is an Undergraduate Student in Hotel, Restaurant and Institutional Management at the University of Delaware.

Volume 17, No. 1 | Spring/Summer 2008 Issue14 HOSTEURTM

(continued from Page 13) vention, such as going organic and using bamboo as an alternative in fabric and building material. Several booths offered everything from organic coffee to shampoos and other amenities. Others were selling bamboo bed linens and towels, which are cost effective because they dry faster than traditional linen and environmentally friendly be- cause bamboo is a more easily renewed resource than cotton. Bamboo is also being used exten- sively in furniture. The large amount of bamboo in the world makes it ideal for in-room chairs, as well as outdoor patio furniture. Some boutique hotels are making bamboo part of their signature look and furnishing the whole room with bamboo- --using it for wood fl oors, ice-buckets, and curtain rods, to name a few.

Architecturally, new hotels, or old properties looking to refurbish, have a variety of building materials to choose from as well as some inter- esting new guidelines to work with. The Leader- ship in Energy and Environmental Design (LEED) Green Building Rating System™ encourages green building practices and designs and awards prop- erties with different levels of green certifi cation (USBC). Whether building a whole new property, or maintaining an existing one, LEED offers ad- vice on the best ways to build and operate in an environmentally friendly manner. One new build- ing material, previously mentioned, was bamboo, and another is steel, which can be used in offi ces or kitchens, more than guestrooms. It is 100% re- cyclable and releases zero harmful contaminants (Dwyer 2007).

The Green Hotel Association offers many other tips to property managers. The GHA was at the front lines of the green movement when they en- couraged the use of Towel Rack Hanger and Sheet Changing Cards, which ask guests to consider us- ing their linens more than once. These cards are now commonplace in many properties and are es- timated to save as much as 5% on utilities (GHA). The GHA offers many other tips for simple green changes for every part of an establishment, from

guestroom to banquet hall, which require minimal investment. Some of these include encouraging staff participation in recycling, using daylight for as much of each day and in as many parts of your property, as possible, using coins for valet and coat checks instead of tickets, and using pour- ers and small serving dishes for cream, sugar, and butter, rather than individual packages (GHA).

Two of the largest costs to hotels are electricity and water. Going green in these two areas not only helps the environment but also helps the ho- tel save money. Conserving water can start with something as simple as repairing leaks. A more intensive approach includes switching shower- heads, faucets, and toilets for high-pressure low- fl ow versions, which can save thousands of gallons of water per year (HD 2007 p.3A). To make a ho- tel energy effi cient, simply switching to compact fl uorescent can make a vast difference. They use about 75% less energy and produce 75% less heat and last about 10 times longer. Light-emitting di- ode exit signs use only a 1-watt strip, rather than the two 60-watt bulbs used in traditional exit signs (HD 2007 p. 4A).

Energy effi ciency is also being addressed in some of the newer technologies being developed for rooms. Occupancy sensors can turn lighting, heat- ing, and cooling systems off when a room is va-

“Despite the many ways of going green some hoteliers are still con- cerned about the ini- tial cost. Many studies, however, show that go- ing green will actually increase profi t.”

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 15

(continued on Page 16)

cant and outside indicators, which read “Do Not Disturb/ Make Up Room”, allow guests to control whether they want their room made up. This is a more advanced version of the sheet recycling cards used in many rooms today. Other green tech- nologies featured in the Guestroom 2010 included recyclable carpeting and a quiet ionic lighted hair dryer, which dries hair faster and quieter and uses less electricity (Guestroom 2007 p. 26-27).

Despite the many ways of going green some ho- teliers are still concerned about the initial cost. Many studies, however, show that going green will actually increase profi t. According to the EPA, hotels and motels investing in energy effi cient lighting can expect to yield a profi t of almost $7 on each dollar invested and a study by the Travel Industry Association of America found that, with- in the United States, 43 million people consider themselves eco-tourists and would be willing to pay 8.5% more to ‘environmentally sensitive trav- el suppliers’. Eighty-seven percent of U.S. travel- ers said that they would be more likely to stay at ‘green’ properties (Green Works). Also, because this is a relatively new trend, there are compara- tively few suppliers of environmen- tally friendly products. As more sup- pliers convert to green products and processes, competition will increase and prices will be nearly equal to non-green products. Prices will also drop as technologies, such as low- fl ow shower heads, become more commonplace and widely produced and distributed. U.S. Green Building Council (USGBC) studies have shown that, due to declining costs, hotels going green from their foundation and design should only have to deal with a 1-2% price premium over hotels choosing not to. Yuan Sing Chang, developer of the fi rst LEED gold-certifi ed hotel in the world (the Gaia Napa Valley Hotel & Spa) illustrates this price drop. He stated that his fi rst LEED gold hotel cost about 15% more than a conventional property,

mostly because of a late decision to go green and advisors who had never built a LEED project. His next hotels, which were also gold-certifi ed, were close to a cost premium of only 5% (Green Hotel Development 2007).

Lawmakers are creating more incentives for prop- erty owners to go green. Some cities, such as Portland, Oregon, are offering help to developers trying to build in an eco-friendly manner. This help includes anything from tax credits, to fast- track approvals for entitlements and permits, to actual monetary payments. Similar laws have been enacted in many states, including Colorado and Nevada (Nikin 2007). Other states are follow- ing California’s lead. Last year California passed a bill directing the state as a whole to aggressive- ly try to lower greenhouse gas emissions, putting caps on how much emissions businesses, includ- ing hotels, are allowed to generate (Weiss 2007). Still other states, like Florida, are creating laws that state that every new government building or building using a certain amount of government funds must be built to green standards. Whatever the case, it is clear that developing in a way that

is safe for and protective of the environment is becoming more than a personal preference (Nit- kin 2007). As the price of oil continues to rise and we see the more of the effects global warm- ing, lawmakers are eager to do what they can to make businesses become ‘more energy effi cient

Volume 17, No. 1 | Spring/Summer 2008 Issue16 HOSTEURTM

(continued from Page 15) environment as well as the visitor’s comfort, you can earn respect and customer loyalty and en- hance your company’s competitiveness” (Green Works).

References Dwyer Kitchens. 2007. Retrieved 11 November 2007 from www.dwyerkitchens.com

Green Hotel Development Gaining in Popularity. Hotel Online. Retrieved 6 November 2007 from http:// www.hotel-online.com/News/PR2007_4th/Oct07_ JMBMLEED.html

Green Hotels Association. (2007). Retrieved 6 November 2007 from http://www.greenhotels.com/wha tare.htm

Greener Accommodations. Green Works. Retrieved 6 No- vember 2007 from http://www.greenworks.tv/ special/greenhotel/home.html

Guestroom 2010 Guide. (2007). Brochure for Hospitality Financial and Technology Professionals. 26-28.

HD Supply, Hospitality Solutions. A Supplement to Hotel Business, 7-20 November 2007, 16(21), 3A-10A.

Nitkin, Karen. (2007 November). States’ Green Building Laws ‘Lead by Example’. Stateline. Retrieved 6 November 2007 from http://www.stateline.org/ live/details/story?contentId=257232

LEED Rating Systems. U.S. Green Building Council. Re- trieved 6 November 2007 from http://www. usgbc.org/DisplayPage.aspx?CMSPageID=222

Weiss, M. and Partridge, A. (2007 September). What is the color of your next hotel?. Green Lodging News. Retrieved 6 November 2007 from http:// www.greenlodgingnews.com/Content.aspx?id=1428

and less harmful to the environment’.

It is clear that there are many reasons for proper- ties to go green. How far hoteliers chose to go de- pends mostly on a cost profi t analysis. However, a properties mission statement might also have a lot to do with the choice. Higher-end establish- ments prefer to maintain their overall ambiance and design. This may include keeping all technol- ogy behind the scenes and blending it in with the background. For these institutions, going green will only work in as much as it fi ts with their look. Other properties that envision themselves with a more cutting edge look or are trying to achieve a unique, boutique hotel feel might relish in the use of green materials and may even theme their institution around going green.

Large or small, new or old, there is something ev- ery hotel can do to go green and contribute to the conservation of our environment. Though the green movement is relatively recent, it is not just a trend. It is cost effective, guests are demand- ing it, and even lawmakers are encouraging the switch to green buildings and products. Wheth- er an hotelier decides to make small changes to their property or build a whole new establish- ment, there are plenty of resources to help the environmentally conscious business owner. There is no reason not to go green. In the words of Barry Dimson, President and CEO of Eco Smart Proper- ties, LLC, “By demonstrating that you care for the

Is Your School Hosting a Career Day Event? As an ICHRIE member valuable benefi ts are at your fi ngertips. Feature your school’s career day even for FREE

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ICHRIE Career Day Calendar The ICHRIE Career Day Calendar is located under “Just for Students” on the ICHRIE’s website (www.ichrie.org). This valuable member resource highlights your school’s event to ICHRIE member companies looking to plan their 2008 recruitment visits.

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Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 17

(continued on Page 18)

Hospitality Graduates: Experience is the WOW-Winning Opportunities Worldwide

By Cynthia Mayo

Obtaining a hospitality degree is a great accom- plishment for hospitality and tourism students! The degree signifi es a level of knowledge, con- ceptual thinking and management skills related to the industry. If you have participated in pro- fessional organizations and served to make im- provements, then you possess leadership skills (Mayo and Bland, 2004). Man- agement and leadership skills are the critical demands of the industry, but hospitality work experiences serve as the epitome of landing a position with decision-making authority (Mayo and Thomas-Haysbert, 2005). Gaining experience requires students to accept critical challenges through re- quired internships and work- ing for income to assist with college education. Yet all hos- pitality and tourism manage- ment majors must seek and embark on job-related expe- riences that provide the com- petencies needed to assume a position with confi dence and the know-how that promotes success. Employers today expect graduates to be knowledgeable, solve problems, work as team leaders and members, manage confl icts and time effectively and be able to cope and withstand

pressure. Some of these expectations can be ac- complished through work experiences (Collins, 2002). Six key factors are needed to accomplish WOW!

The six factors include: (1) learn with applica- tion, (2) seek additional knowledge about con-

cepts, (3) practice concepts through related internships; (4) journalize and refl ect on all experiences; (5) diversity experiences in two hospital- ity components; (6) promote and market job-related expe- riences through your resume and interviews. Each of these will be explained in the para- graphs to follow.

Learn with application means that as you attend classes, you visualize and assess how the information will be applied. This means you must learn all you can about the topic visu- alize and write the applica- tion process of the concept. For example, if you are learn-

ing the principles of vegetable preparation, you must visualize and write how you would conserve the nutrients when you prepare vegetables; boil the water with the seasonings - bouillon cube, add the vegetables to the boiling water and add the margarine last. This principle of the process is already known and can easily be applied to student learning.

Seek additional knowledge and concepts about each topic you study. It is not enough to know what the teacher says or what you read in the

Cynthia Mayo, PhD, is Associate Professor in the Department of Hospitality & Tourism at Delaware State University.

Volume 17, No. 1 | Spring/Summer 2008 Issue18 HOSTEURTM

(continued from Page 17)

text book. Seek additional information through research, reading articles related to the top- ic and conducting Internet searches. You must “LEARN ALL YOU CAN WHILE YOU CAN.” Addi- tional information about the concepts and topics will give you a “competitive advantage.” Work experiences provide you the opportunity to know corporate structures and commercial awareness (the commercial structure of the corporation: public versus private company).

Practice concepts through related internships means you must receive “hands-on” work expe- riences that total more than 1000 plus hours. The internship should require you to keep a journal of work-related events, interview managers, super- visors and directors, journalize critical events, assess customer relationships, and make recom- mendations to needed to serve customers that exceed expectations. You must also complete a self-assessment of performance and the super- visor should also complete an assessment form, refl ecting your performance. Once you complete internships, always write a refl ection paper by responding to the question “So what? I complet- ed the internship, so what did I learn? How can I use the information in any job setting?”

Journalizing all of your experiences means com- pleting a journal while participating in an intern- ship and while participating in classroom practi- cal application experiences. Journalizing means a student refl ects and writes about each experi- ence. Journalizing allows you to write new con- cepts and thoughts about the meaning of gaining experiences - always refl ect to visualize how the experience can serve guests in a more effi cient way or determine how the process can be done better. In order to assess how the process can be

done better, you must question the reason why processes taught must be done the way they are being completed. This assessment allows you to think of ways to eliminate steps or complete the tasks in less time.

Diversify your experiences, since there is a wide array of opportunities. Seek experiences in two to three of the career choices, which include: Leisure/Recreation, Lodging Operations, Meeting Planning and Convention Management, Services Management, Travel and Transportation, Legal, Government Relations, Information and Commu- nications, Human Resources Management, Gam- ing, Foodservice Operations,/culinary, Finance/ Accounting, Club Management, Education.

Promote and market job-related experiences through your resume and interviews. If you have followed the recommendations given, you have gained a variety of experiences that can be rec- ognized as interconnectedness of experiences, people and places that lead to economic and ex- periential convergence (coming together of two or more components to create synergism).

In summary, hospitality and tourism manage- ment students must seek and practice the con- cepts taught in classes. Employing the six factors included in this article will provide the WOW to the earned degree. It is important to earn a de- gree, but the degree is worthless without work- related experiences.

References Collins, A., (2002). Are graduates equipped for business?. HOSTEUR™, 11(2), 5-9.

Mayo, C. & Bland, Z., (2004). Leading in the hospitality and tourism industry. HOSTEUR™, 13(½).

Mayo, C. & Thomas-Haysbert, C., (2005). Competencies needed by hospitality graduates. The Consor- tium Journal of Hospitality and Tourism Manage- ment, 9(2), 3-14.

The University of Nottingham. (2007). Retrieved 15 November 2007 from www.nottingham.ac.uk/- careers

“It is important to earn a degree, but the degree is worthless without work- related experiences.”

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 19

Tips on Creating & Managing a Successful Online MBA Program

By Natasa Christodoulidou, PhD, Melissa St. James, PhD and Kathleen B. Nelson, PhD

(continued on Page 20)

California State University Dominguez Hills (CSUDH) is proud to share the ideas and strate- gies behind the success of its Online MBA Pro- gram. An understanding of what makes an on- line program successful is valuable as we are entering an ever-increasingly, technology-driven academic world. While businesses tend to keep trade secrets, in education we believe in sharing the secrets of our success. Our ultimate goal is to assist as many students as possible in attain- ing a successful and fruitful education through the sharing of information. By sharing the in- formation, our industry can advance and raise the level of professionalism. We must remember that nothing is created in a vacuum. Below are fi ve tips for creating and managing an online pro- gram.

An MBA Online program is created to provide online delivery of an accredited MBA degree and programs that are specifi cally designed for busy working professionals whose professional responsibility and location limitations prevent them from attending an on-campus program.

According to the Dean of the College of Business and Public Administration at CSUDH, Dr. James Strong, “the open door to a world of opportu- nity in the 21st Century is through education. Because of the explosion in technology and the abundance of information we should access in the world today, only education should provide future executives with the ability to harness the knowledge that they need to take advantage of the vast opportunities that lie ahead.” An MBA degree online should be earned while maintain- ing a career and a personal life. All the classes should be completed online while staying on the professional career track. The students should have full interaction with their classmates and the faculty online, no matter where they are in the globe. An innovative MBA Online program needs to be specifi cally designed for executives that want to stay current and develop insight on current and practical topics.

The average MBA curriculum should be able to be completed entirely online within one to two years. MBA courses should be three (3) credit units each and should be offered on a twelve (12) week schedule. The online program should be offered in four (4) twelve week terms or ses- sions each year. For example, if the curriculum has a total of 30 credits, the students should eas- ily complete it within a year if they take 2-3 (6-9 credits) classes per term. For example, admitted students should be able to enroll and begin stud-

Natasa Christodoulidou, Ph.D. and Melissa St.James, Ph.D. are assistant professors in the Department of Management and Marketing at California State University Dominguez Hills, California USA. Kathy Nelson, Ph.D. is an as- sistant professor in the Department of Tourism and Convention Management at University of Nevada Las Vegas, Nevada USA

TIP #1 Design the program around, and about,

the students TIP #2

Make the program fl exible yet focused

Volume 17, No. 1 | Spring/Summer 2008 Issue20 HOSTEURTM

(continued from Page 19)

ies in any of the suggested four terms below:

An online MBA should provide a solid qualifi ca- tion in business management with courses that are wide-ranging in content, covering the es- sential areas of knowledge and skills required in today’s competitive business environment. The curriculum needs to be focused on providing stu- dents with the tools for solving business prob- lems and making decisions within the framework of a strategic plan. The online MBA should be de- signed not only to impart the knowledge of ac- counting, economics, fi nance, management, and marketing but also to equip graduates with the foundation for effective team building, quanti- tative and qualitative decision making, and cre- ative problem solving. The online MBA should also include courses that feature a high level of interaction between faculty and students and between students. Each class needs to com- bine text materials, lecture videos, case stud- ies, group interaction among students, threaded discussions, interactive net meetings, and video conferencing.

Many MBA online participants cite the level of discussion and interaction as a highlight of online MBA programs. Instructors, as well as students, need to have 24 hour access to the course web site and be able to participate in Threaded Dis- cussions at will, posting thoughts and comments in response to the instructor or their classmates. Structure is maintained easily with regard to deadlines simply due to the nature of time

stamped email submission. Technology allows a great deal of control in many areas while still allowing the students unfettered access and par- ticipation. In many instances you should actually get to know your students better when teaching a distance education class. For example, some students are more willing to share information with you one-on-one via e-mail which they would not otherwise feel comfortable sharing.

The ability to have discussions among the stu- dents using the Threaded Discussion forum al- lows the instructor to begin the fl ow of conver- sation with just a question or a comment but at the same time allows the students to think and react at their pace, promoting a greater level of discussion than is often found in the classroom. In addition, students interact intensively with each other through online team projects and by working in small online teams they are forced in a way to get to know each other in a different capacity. As part of the team project, the stu- dents use peer evaluations to grade each other for their performance.

The CSUDH Online MBA program, for example, has been recognized as not only a good aca- demic program but as an affordable alterna- tive to attending a “brick and mortar” univer- sity. In 2007 CNN Money quoted that “Cal State Dominguez’s online M.B.A. degree is ranked by GetEducated.com as one of the most affordable and robust curriculums in the country.” In that ranking, GetEducated.com mentions CSUDH’s Online MBA program “among the best bargains in the nation!” Educators need to note that one of the advantages for universities to host online MBA programs is that more students could “at- tend” the university without competing for the

A li ti i t it th l

TIP #3 Make the program

interesting and interactive

TIP #4 Make the program affordable for the

students but profi table for the univeristy

Session #1 (January-March)

Session #2 (April-June)

Session #3 (July-August)

Session #4 (September-December)

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 21

on campus resources such as classrooms, equip- ment and even parking.

The internal experience of the student should never be forgotten. Failing distance-education programs, ready to be shut down, have been re- vived when educational institutions realized the product they were selling. Often the delivery system gets in the way of the product as well as the experience. For example, in the music business the recording industry forgot what they were selling. They thought they were selling records when, in fact, they were selling music. This was made clear as the industry moved to CDs and then to MP3s, iPods and eventually “You- Tube.” The same analogy should be made with education. We are not selling stodgy professors with black boards and screeching chalk, we are selling knowledge. Knowledge is an experience which is forever changing based on the delivery system. Today we are using various components of distance education: hybrid courses, exclusive on-line courses, video conferencing, pod casts, and second life, to name a few. Who knows what tomorrow will bring? Whatever it brings, we should not forget that the product we are selling includes the experience of being educated. That experience includes not only a connection with fellow students and faculty, but also a connec- tion to the university—just as if these students were walking the campus every day.

Summary The success of an online MBA program can be attributed to orchestrating effectively the many structural levels of the program. Scheduling online programs that are essentially run like

h l

TIP #5 Design the program

with the convenience of an “on-line” delivery

system without sacrifi cing the “on-campus” emotional connection to the university.

traditionally-based programs does not keep the students’ needs in mind. When designing the program, the students must be considered to be the primary stakeholders. Online programs must always remain fl exible and consider (a) all stu- dents’ work schedules in this 24/7 environment and (b) international students who will not be on the same time zone as traditional students and professors located on their home campus. It is a challenge to be interactive on line, but certainly not impossible. It simply takes exercis- ing the right side of our brains as educators and stretching ourselves in ways that will only bene- fi t us as teachers. Educators who are interested in more information on the logistics of creating, setting up, and managing an online MBA program or an online Executive Master’s, please visit the site below:

http://mba.csudh.edu and http://hotel.unlv. edu/departExecMHA.html.

References GetEducated.com. Retrieved 11 March 2007. http://www. geteducated.com/rankings/best_mbareg.asp.

Association for International Practical Training (AIPT) • ECOLAB Inc. • Eden Travel International, Ltd. • Educational Institute of the American Hotel & Lodging Association

(AHLA) Fairfi eld Resorts • Fondation Nestle Pro Gastronomia • Hcareers • Hospitality

Tourism Strategies Hospitality Training Association • Hotel F&B Magazine • HSMAI

Hyatt Hotels & Resorts • International Association of Conference Centers • The

International Centre of Excellence in Tourism & Hospitality Education • Marriott

International • Red Lobster • Sodexo

Volume 17, No. 1 | Spring/Summer 2008 Issue22 HOSTEURTM

Relax—a cheat sheet is not really cheating. It’s a checklist to make sure you stay focused before, dur- ing and after the interview. Creating a cheat sheet will help you feel more prepared and confi dent. You shouldn’t memorize what’s on the sheet or check it off during the interview. You should use your cheat sheet to remind you of key facts. Here are some sug- gestions for what you should include on it.

In the Days Before the Interview 1. Draw a line down the center of a piece of

paper. On the left side, make a bulleted list of what the employer is looking for based on the job posting. On the right side, make a bulleted list of the qualities you possess that fi t those requirements.

2. Research the company, the industry and the competition.

3. Prepare your 60-second personal state- ment: Your answer to the, “Tell me about yourself,” question.

4. Write at least fi ve success stories to answer behavioral interview questions (“Tell me about a time when…” or “Give me an ex- ample of a time…”).

5. List 10 questions to ask the interviewer about the job, the company and the indus- try.

6. Research salary data and determine your worth.

7. Determine your salary needs based on your living expenses — what is your bottom line?

8. Get permission from your references to use their names.

Prepare answers to the ten (10) most common interview questions:

• Tell me about yourself. • Why did you leave or are you leaving your last

position? • What do you know about this company? • What are your goals? • What are your strengths and weaknesses? • Why do you want to work for this company? • What has been your most signifi cant achieve-

ment? • How would your last boss and colleagues

describe you? • Why should we hire you? • What are your salary expectations?

Upon Arrival 1. Arrive early — enter the building 10 minutes

before your appointment. 2. Review your prepared stories and answers. 3. Go to the restroom and check your appear-

ance one last time. 4. Announce yourself to the receptionist in a

professional manner. 5. Stand and greet your interviewer with a

hearty — not bone-crushing — handshake. 6. Smile and look into the interviewer’s eyes.

During the Interview 1. Try to focus on the points you have prepared

without sounding rehearsed or stiff. 2. Relax and enjoy the conversation. Learn what

you can about the company. 3. Ask questions and listen; read between the

lines. 4. At the conclusion, thank the interviewer and

determine the next steps. 5. Ask for the interviewer’s business card so you

can send a follow-up letter.

After the Interview 1. As soon as possible, write down what you are

thinking and feeling. 2. Later in the day, look at what you wrote and

assess how you did. 3. Write a follow-up thank-you letter, reminding

the interviewer of your qualities.

Interview Cheat Sheet by Carole Martin

Reprinted from http://salary.monster.com/

Before You Go to the Interview 1. Do you look professional? Check yourself

in the mirror; part of your confi dence will come from looking good.

2. Carry these items to the interview: • Several copies of your resume on

quality paper. • A copy of your references. • A pad of paper on which to take

notes (notes are optional). • Directions to the interview site.

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 23

(continued on Page 24)

Hospitality and Tourism Management Redefi ned: A New Perspective for the 21st Century

By Cynthia Mayo, PhD

Hospitality and tourism is a multi-billion dol- lar business (Walker, J, 2008). The multi-billion dollar business has perpetuated and driven the development of hospitality and tourism manage- ment programs, on the secondary and collegiate levels. However, for the 21st century, a redefi ni- tion of hospitality and tourism manage- ment is eminent. It is eminent due to security threats and acts of terrorism. Security principles and concepts must be an integral part of the defi nition and curriculum of hospitality and tour- ism management programs. Based on a preliminary course description review of more than 1,000 collegiate hospital- ity and tourism management programs in the United States, the traditional courses concentrate on cost controls, and technical skills needed to operate businesses with little or no mention of principles or concepts of security (Noriega and Mayo, 2006).

Presently, the general defi nition is the provi- sion of services, products and many intangibles, designed to exceed guest expectations. Today’s guests want to be satisfi ed, but they also want to be safe. Additionally, managers want to assure that guest experiences are valuable, pleasant and memorable. Hospitality and tourism organi- zations spend millions of dollars designing guest satisfaction surveys. But the current emerging

Cynthia Mayo, PhD, is Associate Professor in the Department of Hospitality & Tourism at Delaware State University.

trends dictate that the scope of what is need- ed in hospitality and tourism management pro- grams must be broadened. It must start with an expanded and new defi nition that encompasses the parameters embodied in terrorism threats of the 21st century.

Terrorism infl icts direct and indirect economic damage through destruction of physical prop- erty, injuries and deaths, and extensive law en- forcement expenditures (Heymann, 1998; Hoff- man, 1998). But it also infl icts direct and indirect damage by raising the cost of doing business and making it harder for companies to attract guests and employees. Hospitality and tourism services are also deterred.

Attacks in the United States (2001), and in coun- tries such as Madrid (2004), London, (2005, 2007), and Glasgow, Scotland (2007) all impact the level of security worldwide. This paper will explore the current issues and trends and provide a working defi nition, followed by suggestions of

Volume 17, No. 1 | Spring/Summer 2008 Issue24 HOSTEURTM

(continued from Page 23) immediate infusion of security concepts, into hospitality and tourism management curricula.

Hospitality and tourism has seen a tremendous boost during the 20th century. The industry plays an inte- gral role in the world econo- my, especially the American economy. According to the Travel Industry Association of America, in 2001, 7.1 million jobs were associated with the industry and more than $545 billion dollars was generated (The Travel Industry of Amer- ica, 2001). Additionally, this trend has emerged due to a booming economy and an in- crease in disposable incomes, fast and effi cient transportation, expanded air transportation, railroads, highways and free- ways. Opportunities have also increased for the mass population, coupled with national pride and the desire to “get away from workday pres- sures.” During the 19th century, Americans had specifi c reasons to ravel. The travel was for im- proved health or unusual examinations of scen- ery as well as for social reasons and vacations. For many consumers, Florida was the place to live for the winter, due to the climate and the North was the place to live in the summer. To- day, the purposes for travel have expanded for unlimited reasons. Some include: Pilgrimage (for religious and historic reasons), health tourism (climate, spas, treating diseases, health-giving mineral waters), leisure tourism (for relaxation at best established holiday resorts), winter tour- ism (to participate in sports, ski tours and other events), eco-tourism (to pursue services that save and preserve the environment), adventure tourism (a kind of niche tourism that involves ex- ploring remote, inaccessible areas), dark tour- ism (tourism involving travel to places related to death and suffering), extreme or shock tourism (involves travel to places that may be dangerous or participation on dangerous events, such as ice

diving in the White sea) and archaeological tour- ism ( a form of cultural tourism which promote an interest in the conservation of historical sites, http://en.wikipedia.org).

Given the aforementioned fac- tors, coupled with a danger- ous world, a sustained level of terrorism worldwide, hospital- ity and tourism management program content must provide additional competencies and skills to manage changes in interested venues, impending threats, while assuring safety and satisfaction of guests. The curriculum must be designed to provide competencies that will:

• Replace providing service that exceed guest expectations to providing secure physical environments, that assure safety and guests expectations;

• Replace non-visual security systems with visual security systems that are retractable when needed;

• Increase the traditional amenities, such as shampoo, soap and shower caps by adding alarm/alert systems, emergency protective gear and hall security. The security could be a simulated/robotic type placed in strategic places on each corridor.

• Assess the tastes of guests periodically be- cause shifts in popularity of venues change with constant changes in the economy and threats to security. Managers must constant- ly assess the emerging trends and design hospitality packages that will promote busi- ness.

• Replace taking reservations with having guests apply to stay. Screening of guests will

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 25

increase the responsibilities of reservations, but this will provide one way to maintain a safe environment. Know guests who are planning to stay at various facilities.

Given this information, the defi nition of hospi- tality and tourism should be expanded. The def- inition should be: to monitor societal security, to include the rising concern of identity thefts, economic and consumer preferences and trends to provide products and services that assure safety and satisfaction that exceeds expecta- tions. This defi nition means that more informa- tion is needed to manage a safe and secure en- vironment. Courses must be expanded to include how a manager must assess, identify and design safe environments that exceed guests’ satisfac- tion, while earning profi ts. Expansion of security measures will defi nitely increase operating costs to the company. Creative, inexpensive designs must be designed. Table 1 offers some sugges- tions to infuse concepts to address the security

issues. Twelve events, including the most recent occurred during the 21st century. The 21st cen- tury is only seven years old. Thirteen events oc- curred in the 20th century (over a 100 year span) from 1920 to 1999. The occurrence of terrorists acts has rapidly increased, which is another sig- nal that hospitality and tourism businesses must provide mechanisms to deal with the events (see www.infoplease.com/ipa/A0001454.html for the chronological list of events).

Some program administrators may wish to de- velop a course entitled Safety and Security Man- agement. The course would include topics such as: historical Development to include political, social and other reasons the emerging safety and security issues prevail, the impact on the indus- try, current issues and trends, current and future security systems, strategies and evaluation, cost comparison of various types of safety and secu- rity systems and guests assessment of systems.

Table 1

Courses Added Competencies Introduction to Tourism Assess security measure is various countries and compare and contrast

them with the United States. Design new strategies that are needed. Introduction to Hospitality and Tourism Management

Require students to conduct an environmental scan to determine popular hospitality and tourism venues, consumer tastes, economic conditions, security measures currently in use and ways businesses are managing the turbulent environment. Students must assess political reasons why terrorists desire to kill masses of people, including themselves.

Cost Controls Expand the competencies to include the analysis of cost of security systems, personnel and other techniques. Assess how cost must be controlled for each security system designed.

Lodging Management Assess current reservation systems and design new requirements for guests. The requirements should include as much information about the guest as possible. It would perhaps be similar to applying for a job. Hoteliers must know about guests before they are allowed to stay. This may be one way to reduce illegal aliens and terrorists.

Event Management Assess marketing of various types of tourism venues; assess security measures employed for each type of venue. Plan events based on needs and consumer tastes to include visible security measures.

Volume 17, No. 1 | Spring/Summer 2008 Issue26 HOSTEURTM

References Heymann, P. (1998). Terrorism and america: A Common- sense strategy for a democratic society. Cam- bridge: MIT Press.

Hoffman, B. (1998). Inside terrorism, New York: Columbia University Press.

Mayo, C. (2007). Analyses of course offerings in hospitality and tourism management programs in the United States. Research in Progress.

Noriega, P. and Mayo, C. (2001). Contemporary approach- es to hospitality and tourism management, New Jersey: Wiley Custom Publisher.

(continued from Page 25) Walker, J. (2008). Exploring the hospitality industry, New Jersey: Prentice-Hall Publishers.

Cultural Tourism. Retrieved 15 October 2007 from http://en.wikipedia.org.

Results of Tourism. Retrieved 25 October 2007 from http://www.answers.com/topic/tourism.

Travel Industry Association. Retrieved 20 October 2007 from http://www.tia.org.

Terrorist Attacks (within the United States). Retrieved 20 October 2007 from www.infoplease.com/ipa/ A0001454.html.

CD-ROM & printed copies still avail- able! Order your copy today to fi nd the industry sector and career path that are right for you, to determine what kind of training you’ll need, and zero in on college programs tailored to your interests, talents, and goals.

T h i s i s t h e o n l y c o m p l e t e guide to accredited programs in all areas of hospitality and tourism education. It gives you the com- plete rundown on two-year, four- year and graduate-level progrms in North America and abroad. Each detailed listing fi lls you in on every- thing you need to know about— ad- missions, faculty, facilities, program features, fi nancial aid, job place- ment, and much more!

To order your copy, go to http://www.chrie. org/i4a/pages/index.cfm?pageid=3394.

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Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 27

Abstract In today’s competitive environ- ment, customers’ perceptions and expectations demand that service leaders distinguish themselves from their competitors not only by satisfying customers, but also by delighting them through provid- ing service quality (Kandampully, 1997). Researchers (Kandampully, 1998; Lee, Barker, & Kandampul- ly, 2003) have suggested that it is a two-way relationship, where service organizations aim to gain customer’s loyalty, and the cus- tomer, on the other hand, seeks an organization’s service loyalty. However, recent studies (Bowen & Chen, 2001) have indicated that there are many reasons for customer satisfaction other than service loyalty. This research used a series of focus groups to investigate the factors that the participants viewed as important for choosing an accommodation and would make them go to the same place again in the future.

Key words: Service, Loyalty, Guest, Price, Loca- tion, Facilities.

Literature Review The concepts of service loyalty and customer loyalty have gained notable recognition among

both academics and leading ser- vice organizations. Lee, Barker, and Kandampully (2003) have not- ed that the defi nition of “service loyalty” varies widely and there is no generally accepted defi ni- tion. However, by reviewing the literature, “service loyalty” can alternatively mean: a service or- ganization’s commitment to its customers, which is manifested in activities undertaken by the orga- nization for the development of a long-term relationship with the customer. In other words, offer- ing loyal service, every time, all the time (Bowen & Chen, 2001). Kandampully (1998) proposed the idea that conforming to customer expectations on a consistent basis is considered service quality.

On the other hand, customers` loyalty is also dif- fi cult to defi ne. However, in general, loyal cus- tomers are customers who hold favorable atti- tudes toward the company, commit to purchase the product/service, and recommend the prod- uct to others (Bowen & Chen, 2001; Shanker, Smith, & Rangaswamy, 2003). Jacoby and Kyner (as cited in Petrick, 2005) defi ned loyalty as a bi- ased behavior which is expressed over time by an individual with respect to one or more alterna- tives and is a function of psychological process- es. In brief, loyalty is a deeply held commitment to rebuy or repatronize a preferred product/ service consistently in the future, despite situ- ational infl uences and marketing efforts having the potential to cause switching behavior (Oliver, 1999). Regarding customers’ loyalty in the hotel

(continued on page 28)

Service & Guest Loyalty in the Hotel Industry: the Impact of Employee Commitment on

Guest Satisfaction By Ahmed Elebiary and Tim Lockyer

Ahmed Elebiary is a Doctoral Candidate in the School of Management at Waikato University. Tim Lockyer is an Associate Professor and Chairperson of Tourism & Hospitality Management.

Volume 17, No. 1 | Spring/Summer 2008 Issue28 HOSTEURTM

industry, loyal customers have been defi ned as those who stay on average six nights per year (McCaskey and Symes, 2004).

A number of studies have been undertaken by researchers in an attempt to determine the rea- sons behind customers` satisfaction and the re- lationship between customers` satisfaction and loyalty (Barsky & Nash, 2003; Bowen & Chen 2001; Cronin & Taylor 1992). Cronin and Taylor study (1992) tested the signifi cance of the re- lationships between service quality, consumers’ satisfaction and loyalty. The results of the study demonstrated that service quality is an anteced- ent of consumer satisfaction, in the sense that service quality had a signifi cant effect on con- sumer satisfaction. However, consumer satisfac- tion had a signifi cant effect on loyalty more than does service quality. Similarly, Getty and Thomp- son (1994) study examined the relationship be- tween the quality of lodging and satisfaction, and the resulting effect on customers’ intentions to recommend the lodging to other customers. The results of the study demonstrated that cus- tomers’ intentions to recommend are a function of their perception of both their satisfaction and service quality with the lodging experience. These results provided support for Cronin and Taylor study (1992), in the sense that there is a positive relationship between customers’ satis- faction and loyalty.

Customer relationship with service personnel have been recognized in the service literature as a means by which a fi rm can gain service loyalty (Bove & Johnson, 2006; Wong & Sohal, 2003). Bove and Johnson (2006) demonstrated that personal relationships between customers and service personnel refl ect positively on the organization. In the sense that, the positive feel- ings customers have towards service employees tend to rub off on the service organization (Be- atty, Mayer, Coleman, Reynolds & Lee, 1996). Macintosh and Lockshin (1997) found that there is a positive relationship between personal loy- alty (customer-to-employee) and service loyalty

(customer-to-fi rm), and the former is an anteced- ent of the latter. According to Barsky and Nash study (2003), the emotional connection with the service provider plays an important role in hotel customers` satisfaction and loyalty, and those emotions are a better predictor of customer loy- alty than are traditional measures of product/ service satisfaction. They concluded that guests are willing to pay substantially more per night for the promise of experiencing certain emotions

during the stay. Likewise, guests often equate employees with the service they are delivering; it is the interaction between the service provid- er and the customer that eventually determines the quality judgments and satisfaction of the customer (Gupta et al., 2005). However, Petrick (2005) indicated that there are factors behind customers` satisfaction other than the service provider commitment, specifi cally; demographic characteristics such as gender and age, which had an effect on customers` satisfaction. For in- stance, females were found to be more loyal to a leisure experience than males.

Research Methodology According to Conners and Franklin (2000), quali- tative methods are invaluable in providing depth to the exploration of customers’ satisfaction that is not possible with quantitative surveys. For in- stance, focus group discussions can uncover un- anticipated issues that surveys fail to identify (Schwarz, Landis, Rowe, Janes, & Pullman, 2000). A typical focus group consists of eight to twelve people seated around a conference table with a group moderator who focuses their discussion on a series of topics or issues of interest to the re-

(continued from Page 27)

“...Focus group discus- sions can uncover unan- ticipated issues that sur- veys fail to identify.”

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 29

ployee commitment infl uences customer loyalty in the hotel industry. Therefore, the researcher asked the participants in each group at the be- ginning of the discussion to indicate in a piece of paper what factors they would consider as im- portant for choosing an accommodation (where the researcher asked the participants to limit the factors to only fi ve elements to be specif- ic) and would make them go to the same place again. Afterwards, the researcher collected the papers from all participants and summarized the factors with the highest frequency of being mentioned and wrote them in board in front of all the participants, from which the discussion started around these factors. Table 1 indicates these factors with the highest frequency in each group.

As suggested by Morgan (1997), interpreting the data from focus groups requires distinguishing between what participants fi nd interesting and what they fi nd important. Therefore, to deter- mine what the participants think is important, the researcher asked the participants at the end of the discussion to rank the fi ve factors stated during the discussion according to their impor- tance. All of them indicated that location, room price and friendliness of staff were the top attri- butes that would infl uence both their selection of a specifi c accommodation and whether they would return to this accommodation in the future or not. While they stated that hotels’ star rat- ing is not an important factor for them, they de- clared that these ratings only constitute a guide for the basic facilities provided in each hotel. In addition to that, most of the participants agreed

(continued on Page 30)

searcher, while the proceedings will be observed and recorded for analysis and interpretation later (Alerck & Settle, 2004).

The research methodology that would be used is the modifi ed nominal group technique through the selection of four focus groups. The group discus- sions would be conducted in Hamilton, at the Uni- versity of Waikato, where eight to twelve individ- uals would be recruited for the four focus groups, while group discussions will be recorded with the participants’ permission. In regard to the number of focus groups to be conducted, the researcher used Krueger’s (1988) rule of thumb, which is to plan for four focus groups with similar audiences, but evaluate after the third group. If new insights are provided in the third group, then conduct the fourth and additional groups as needed.

The focus groups were conducted over one week. The focus groups lasting between 45 to 60 min- utes were audiotaped with participants’ permis- sion after signing a consent form outlining their right to withdraw from the study at any time if they choose to.

To analyze the focus group data a content anal- ysis software package called CATPAC (CATegory PACKage) was used. CATPAC reads and analyzes text by using a simulated neural pathway; this is achieved by running a scanning window through the text. This scanning window consists of η con- secutive words (by default η = 7). The window slides to the right through the text so that for an n of 7, the window will fi rst contain words of 1 to 7, then 2 to 8 and so on. Whenever a word is in the scanning window, its neuron is activat- ed. After reading the text, the software detects those stimuli that co-occur. These will tend to be positively interconnected in the network, while those that seldom or never co-occur will become negatively interconnected (Lockyer, 2002).

Data Analysis As the objective of this study was to determine to what extent does service loyalty through em-

1. Price 2. Location 3. Friendly staff 4. Cleanliness 5. Facilities

Group One Group Two

1. Price 2. Location 3. Friendly staff 4. Security 5. Facilities

Table 1: Factors with the Highest Frequency

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that a comfortable bed, a good bathroom, good looking carpets, and recycling facilities are con- sidered the most important amenities they look for in hotels.

As discussed earlier, CATPAC was used for con- tent analysis. Tables 2,3 and 4 illustrate the Dendogram produced by CATPAC for fi ve data set using the setting of 10 unique words, with the parameters set to window size of 5, slide size 1, meaning that words one through fi ve are fi rst read and analyzed, then words two through six, and so on.

For the location data, Table 2 indicates a strong relationship between ‘price and location’ and an- other relationship between ‘transportation and facilities’. As stated by one of the participants “I think the closer the place would be better, oth-

erwise we will end up paying the difference in prices in transportation…” (Focus group 2, par- ticipant 1). Participants stated that location is the most important factor for choosing a hotel, but under certain circumstances the importance of it actually increases and decreases; some of these factors are: the type of the customer, the availability of transportation facilities, transpor- tation costs, the frequency of visiting a place, and the guests’ martial status. As one partici- pant put it: “It depends on whom you are going with. If I

am going alone, then I don’t mind staying a little bit far away … but when I go as a family, then the location priority increases in relationship to anything else”. (Focus group 2, participant 2)

Another participant said: “…when I was traveling alone, price was a ma-

jor factor, now as a family we select a place to enjoy and location becomes a priority than price”. (Focus group 2, participant 2)

Some of the participants suggested that trans- portation costs affect them while considering the location of an accommodation. As expressed by one of the participants: “Customers weigh how much it would cost

for a person who take a location far and pay transportation costs than taking a closer location. If they are almost the same, then the nearest hotel would be preferred”. (Focus group 2, participant 5)

Participants stated that other factors like clean- liness of an accommodation are not a priority as location and price. As expressed by one of the participants regarding the importance of cleanli- ness factor: “It is not my priority at all, but if I stay in

a hotel that is not clean, then I don’t go back, but my priority is location and price together. Cleanliness is something I found when I go there”. (Focus group 1, partici- pant 1)

(continued from Page 29)

Table 2

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 31

For the price data, Table 3 indicates a strong re- lationship between ‘price, spend, hotel and ex- pensive’ and another relationship with age. Dur- ing the discussion about the price factor, some of the participants indicated the importance of it by stating that money comes fi rst. As expressed by one of the participants: “I always look for price fi rst, because if I am

going on a holiday I want to know how much I am going to spend, and I know that I can- not afford a very expensive hotel…” (Focus group 1, participant 1)

Other participants indicated that price is impor- tant in terms of value of money. As one partici- pant put it: “I think that price is important in terms of

value for money. So if it is reasonably priced, then I would use it…..but if it is really out of range, I would not use it”. (Focus group 1, participant 2)

For how age factor affects guests’ decisions, one participant said: “…for my age group, I go for hotels mainly for

the sporting function, and you don’t spend much time in the hotel as you are away playing sports … you don’t want a very high price because you are not there to get all the little amenities, you mainly do a little sleeping”. (Focus group 1, participant 4)

Furthermore, the discussion revealed that there is a strong association between the price and lo- cation of an accommodation. One of the partici- pants’ comments was illustrative, for example: “If I am going to a place because I want to go to a certain beach, and I know that I am going to spend all my day on the beach. I get the lowest price for the place I can fi nd”. (Focus group 1, participant 1)

During the discussion, some of the participants stated that security is not as important as price and location of the hotel, but still they would ex- pect the accommodation to have a certain level of security. As expressed by one of the partici- pants “it is a general tendency to carry our valu- ables with us, how much secure the room is…” (Focus group 2, participant 7)

Table 4 indicates that there is a strong relation- ship between ‘hotel, staff and friendly’ and another relationship with customer service. Al- though participants ranked location and price as more important than hotels’ staff, still they stated that they want them to be friendly and welcoming, as expressed by one of the partici- pants “If you are treated like a king, you feel like a king” (Focus group 2, participant 2).

And another participant put it like this: “The hotel’s staff are important especially

the reception staff … I want them to un- derstand that I am away from home and I am depending on them to help me”. (Focus group 1, participant 1)

(continued on Page 32)

Table 3

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One of the participants’ comments was illustra- tive, for example, “I went to a hotel, and they treated me like family. It was not like going to a hotel, but like going to somebody home and being get a little room, it was great” (Focus group 1, participant 2). On the whole, participants agreed that at fi rst they choose a hotel because of loca- tion and price, but if the customer service is not good, then it can overcome any other factor. As one participant put it “Initially we may select a hotel for the location and price, but afterwards if the customer service was not good we may change it” (Focus group 2, participant 1), while another participant said “if the price and loca- tion were okay, but the hotel’s staff was rude, I wouldn’t recommend the hotel … and probably would not return” (Focus group 1, participant 1). Other participant stated that “…if the location is reachable, and I can get good customer service, I would prefer the hotel with good customer ser-

vice and far rather than really close one” (Focus group 2, participant 7).

Most of the participants stated that location, price and friendly staff are all important factors, as expressed by one participant “…it is hard to differentiate between these factors, because customers look at the holistic experience not just one” (Focus group 1, participant 2). Other participant said “I think that the longer the dura- tion of staying, the more important becomes all factors together, and that’s how you base your experience…” (Focus group 2, participant 3).

Discussion As the purpose of this study was to investigate to what extent does service loyalty through em- ployee commitment infl uences customer loyalty in the hotel industry. Participants in the focus groups were asked to indicate the factors they would consider important for choosing an ac- commodation and would make them return to the same place again in the future. There was evidence through the focus groups discussions that there are other factors other than employee commitment which participants consider as more important. Participants ranked location and price as more important than hotels’ staff followed by facilities, cleanliness and room security. The fi ndings of this study is largely consistent with previous research done by Weaver and Oh (1993) who identifi ed the fi ve factors enhancing guests` satisfaction and affecting their choice of a par- ticular hotel. However, participants agreed that they choose an accommodation at fi rst because of it’s location and price, but if the customer ser- vice is not good, then it can overcome any other factor. In other words, if the price and location were okay, but the staff was rude they would neither recommend the accommodation to other people nor they would return back. Participants indicated that the longer the duration of stay- ing, the more important becomes all factors to- gether. This fi nding provide a support for the re- search done by Lockyer (2002), which proposed that at certain stages of the guest purchase deci-

Table 4

(continued from Page 31)

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 33

Cihan Cobanoglu, Ph.D., CHTP University of Delaware Telephone: +01 (302) 831-4881 | Email: [email protected]

sion, certain items may be more important than others, and by the passage of time, many other considerations would be reviewed by the guest which have been overlooked at the beginning.

Data obtained from participants through the focus group discussions were analyzed using a content analysis software package called CATPAC. Regard- ing the location of an accommodation, it was evi- dent that there is a strong relationship between the location and price (Table 2), and this fi nding is mostly consistent with the service literature. In fact, participants stated that the location of an accommodation is the most important factor they

would consider, but under certain circumstances the importance of it actually increases and de- creases; some of these factors are: the type of the customer, the availability of transportation facilities, transportation costs, the frequency of visiting a place, and the guests’ martial status. It was obvious from the analysis that all participants have the same opinion regarding how important is the location of an accommodation.

Regarding the price factor, participants indicated that the price of an accommodation is important in terms of value of money, and how the price of an accommodation falls within its rating. This fi nding is consistent with the previous research done by Atkinson (1988), which demonstrated that accommodation value for money is one of the top attributes behind guests’ satisfaction and

selection of a particular hotel. Table 3 illustrated the relationship between the prices of accommo- dations and how expensive they are, as it was evi- dent from the focus groups discussions that guests always think of the price element before select- ing an accommodation. Also, it was evident from the focus groups discussions that there is a strong association between the price and location of an accommodation, which provides further support for the fi ndings that have been discussed before. It was apparent through the discussions that loca- tion and price are factors guests can assess before choosing a specifi c accommodation, but they can- not determine how the customer service is good or bad until they have the actual experience of staying there.

Overall this study has demonstrated that employ- ee commitment and friendliness is not as impor- tant as the location and price of an accommoda- tion. However, it was also found that the longer the duration of staying in an accommodation, the more guests view all factors (location, price, and staff) as important together. In the sense that, the longer customers stay in an accommodation, the more it becomes diffi cult for them to differen- tiate between these factors, because customers look at the holistic experience of staying and are not concerned with a specifi c factor more than the others.

References Alerck, P. & Settle, R. (2004). The survey research hand- book. New York : McGraw-Hill/Irwin.

Atkinson, A. (1988). Answering the external question: what does the customer want?. Cornell Hotel & Restau- rant Administration Quarterly, 28(8), 12-14.

Barsky, J. & Nash, L. (2003). Customer satisfaction: Apply- ing concepts to industry-wide measures. Cornell Hotel & Restaurant Administration Quarterly, 44(5/6), 173-183.

Beatty, S., Mayer, M., Coleman, J., Reynolds, K. & Lee, J. (1996). Customer-sales associate retail relation- ships. Journal of Retailing, 72(3), 223-247.

Bove, L. & Johnson, L. (2006). Customer loyalty to one service worker: Should it be discouraged?. Interna- tional Journal of Research in Marketing, 23(1), 79-91.

(continued on Page 34)

Volume 17, No. 1 | Spring/Summer 2008 Issue34 HOSTEURTM

Bowen, J. & Chen, S. (2001). The relationship between customer loyalty and customer satisfaction. International Journal of Contemporary Hospitality Management, 13(4), 213-217.

Conners, N. & Franklin, K. (2000). Using focus groups to evaluate client satisfaction in an alcohol and drug treatment program. Journal of Substance Abuse Treatment, 18, 313-320.

Cronin, J. & Taylor, S. (1992). Measuring service quality: A Reexamination and extension. Journal of Marke- ting, 56(3), 55-68.

Getty, J. & Thompson, K. (1994). The Relationship be- tween quality, satisfaction, and recommending behaviour in lodging decision. Journal of Hospital- ity and Leisure Marketing, 2(3), 3-22.

Gupta, A., McDaniel, J. & Herath, S. (2005). Quality man- agement in service fi rms: Sustaining structures of total quality service. Managing Service Quality, 15(4), 389-402.

Kandampully, J. (1997). Firms should give loyalty before they can expect it from customers. Managing Ser- vice Quality, 7(2), 92-94.

Kandampully, J. (1998). Service quality to service loyalty: A relationship which goes beyond customer ser- vices. Total Quality Management, 9(6), 431-444.

Krueger, R. (1988). A Practical guide for applied research. Newbury Park, California: SAGE publications.

Lee, S., Barker, S. & Kandampully, J. (2003). Technology, service quality, and customer loyalty in hotels: Australian managerial perspectives. Managing Service Quality, 13(5), 423-432.

Lockyer, T. (2002). Business guests’ accommodation selec- tion: The view from both sides. International Journal of Contemporary Hospitality Management, 14(6), 294-300.

Macintosh, G. & Lockshin, L. (1997). Retail relationships and store loyalty: A Multi-level perspective. Inter- national Journal of Research in Marketing, 14(5), 487-497.

McCaskey, D. & Symes, S. (2004). Travel Inn: Everything you want for a good night’s sleep - 100 percent satisfaction guarantee or your money back. Inter- national Journal of Contemporary Hospitality Management, 16(3), 167-175.

Morgan, D. (1997). Focus groups as qualitative research. United States: SAGE Publications.

Oliver, R. L. (1999). Whence consumer loyalty?. Journal of Marketing, 63(4), 33-44.

Petrick, J. (2005). Reoperationalising the loyalty frame- work. Tourism and Hospitality Research, 5(3), 199- 212.

Schwarz, M., Landis, S., Rowe, J., Janes, C. & Pullman, V. (2000). Using focus groups to assess primary care patients’ satisfaction. Evaluations & the Health Professions, 23(1), 58-71.

Shanker, V., Smith, A. & Rangaswamy, A. (2003). Customer satisfaction and loyalty in online and offl ine envi- ronments. International Journal of Research in Marketing, 20, 153-175.

Weaver, P. & Oh, H. (1993). Do American business travelers have different hotel service requirements? Inter- national Journal of Contemporary Hospitality Management, 5(3), 16-21.

Wong, A. & Sohal, A. (2003). Service quality and customer loyalty perspectives on two levels of retail rela- tionships. Journal of Services Marketing, 17(5), 495-513.

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College of New Jersey • Rochester Institute of Technol- ogy • San Diego State University • Sinclair Community College • Sodexo • South Dakota State University •

Southern New Hampshire University • Taylor’s College • Temple University Texas Tech University • University Center César Ritz • University of Central Florida • Uni- versity of Delaware • University of Houston • University of Maryland Eastern Shore, Princess Anne • University of Maryland Eastern Shore, Shady Grove • University of Massachusetts • University of Nebraska • University of Nevada, Las Vegas • University of New Hampshire

University of North Texas • University of Puerto Rico - Carolina • University of South Carolina

International CHRIE would like to thank & acknowledge its Premium members:

Volume 17, No. 1 | Spring/Summer 2008 Issue HOSTEURTM 35

We must now think globally & ACT globally.

In every important step that you take, consider the global, not just

local, immediate, regional or national, implications.

Consider the world.

Volume 17, No. 1 | Spring/Summer 2008 Issue36 HOSTEURTM

Institutional Membership in ICHRIE allows distribution of the HOS- TEURTM

webzine free of charge to students by educators and admin-

istrators of ICHRIE member schools. Nonmember subscription rates are US$65 in the United States · US$85 Internationally.

Publisher: Kathy McCarty

© 2008 International Council on Hotel, Restaurant and Institutional Education.

We are pleased to recognize the following ICHRIE members for their exceptional contributions:

I-CHRIE Platinum Partners The Center for Hospitality Research at Cornell University • Hcareers • Hyatt Hotels & Resorts • Marriott Foundation

• Marriott • Sodexo • Marriott International

I-CHRIE Gold Partners ARAMARK • Darden Foundation • Hyatt Regency Reunion

I-CHRIE Silver Partners Educational Institute of the American Hotel & Lodging

Association • Michigan State University • Pearson Prentice Hall • Purdue University • Thomson Delmar Learning

I-CHRIE Bronze Partners Auburn University • Baltimore International College • East Carolina University • ECOLAB • The Hong Kong Polytechnic University • Indiana University of Pennsylvania • Iowa State University Monroe College • National Restaurant Association

Educational Foundation • New York City College of Technology • New York University • Ohio State University • Oklahoma State University Red Lobster • Southwest Minnesota State University • Syracuse University • The International Centre of Excellence

in Tourism & Hospitality Education • University of Guelph • University of Mississippi • University of South Florida -

Sarasota-Manatee • University of Surrey

I-CHRIE Corporate Members Association for International Practical Training (AIPT) • ECOLAB

Inc. • Educational Institute of the American Hotel & Lodging Association (AHLA) • Fondation Nestle Pro Gastronomia •

Hcareers · Hospitality Tourism Strategies • Hospitality Training Association • HSMAI • Hyatt Hotels and Resorts • International

Association of Conference Centers • The International Centre of Excellence in Tourism & Hospitality Education · Marriott

International • Red Lobster • Sodexo

www.chrie.org

Guidelines for Submissions Educators as well as industry representatives from all seg- ments of the hospitality and tourism fi eld are invited and encouraged to contribute articles for publication in HOS- TEURTM. Submissions should be global in scope, giving equal consideration to North America, Europe and the Asian Basin.

Articles submitted should be between 1,500 and 3,000 words. It is assumed that works offered have not been published or submitted elsehwhere, unless otherwise indi- cated. All submissions should follow Associated Press style.

Please submit manuscripts electronically in MS WORD format (95 or later) labeled with the article’s title, author name(s) and company or university affi liation. Manuscripts should not contain headers, footers, or hyperlink formatting. Manuscripts should contain no more than four (4) tables or graphics.

Submissions are reviewed by the Executive Editors, Edito- rial Review Board members, as well as student reviewers who critique submissions for “student readership quality.”

Please direct all submissions and inquiries to the Executive Editors of HOSTEURTM:

Frederick J. DeMicco, Ph.D. University of Delaware Telephone: +01 (302) 831-6077 Email: [email protected]

Cihan Cobanoglu, Ph.D., CHTP Associate Professor of HRIM University of Delaware Telephone: 01 (302) 831-4881 Email: [email protected]