finding profit in being green

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Vol. 3, No. 2, February 2011

2010 Cornell Hospitality Research Summit

Cornell Hospitality Research SummitProceedings

The Challenge of Hotel and Restaurant SusFinding Proft in Being Green


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Advisory Board

The Robert A. and Jan M. Beck Center at Cornell University

Cornell Hospitality Research SummitProceedings,Vol. 3 No. 2 (February 2011)

2011 Cornell University

Cornell Hospitality Research SummitProceedings is produced or the beneft othe hospitality industry by The Center orHospitality Research at Cornell University

Rohit Verma, Executive Director Jenni er Macera, Associate Director Glenn Withiam, Director o Publications

Center or Hospitality ResearchCornell UniversitySchool o Hotel Administration489 Statler HallIthaca, NY 14853

Phone: 607-255-9780Fax: 607-254-2292www.chr.cornell.edu

Raanan Ben-Zur , Chie Executive O fcer,French QuarterHoldings, Inc.

Scott Berman , Principal, Industry Leader, Hospitality & LeisurePractice,PricewaterhouseCoopers

Raymond Bickson , Managing Director and Chie ExecutiveO fcer,Taj Group of Hotels, Resorts, and Palaces

Stephen C. Brandman , Co-Owner,Thompson Hotels, Inc.Raj Chandnani , Vice President, Director o Strategy , WATGRod Clough , Managing Director , HVSBenjamin J. Patrick Denihan , Chie Executive O fcer ,

Denihan Hospitality GroupKurt Ekert , Chie Commercial O fcer,Travelport GDSBrian Ferguson , Vice President, Supply Strategy and Analysis,

Expedia North AmericaChuck Floyd , Chie Operating O fcerNorth America ,

HyattAnthony Gentile , Vice PresidentSystems & Control ,

Schneider Electric/Square D CompanyGregg Gilman , Partner, Co-Chair, Employment Practices ,

Davis & Gilbert LLPSusan Helstab , EVP Corporate Marketing,

Four Seasons Hotels and ResortsJeffrey A. Horwitz , Chair, Lodging + Gaming, and Co-Head,

Mergers + Acquisitions,ProskauerKevin J. Jacobs, Senior Vice President, Corporate Strategy &

Treasurer,Hilton WorldwideKenneth Kahn , President/Owner , LRP PublicationsKirk Kinsell,President o Europe, Middle East, and A rica,

InterContinental Hotels GroupRadhika Kulkarni, Ph.D., VP o Advanced Analytics R&D,SAS Institute

Gerald Lawless, Executive Chairman, Jumeirah GroupMark V. Lomanno , President , Smith Travel ResearchDavid Meltzer , Vice President o Global Business Development ,

Sabre Hospitality SolutionsWilliam F. Minnock III, Senior Vice President, Global

Operations Deployment and Program Management ,Marriott International, Inc.

Shane OFlaherty , President and CEO, Forbes Travel GuideThomas Parham , Senior Vice President and General Manager ,

Philips Hospitality AmericasChris Proulx, CEO, eCornell & Executive EducationCarolyn D. Richmond , Partner, Hospitality Practice, Fox

Rothschild LLPSteve Russell, Chie People O fcer, Senior VP, Human

Resources, McDonalds USAMichele Sarkisian , Senior Vice President , MaritzJanice L. Schnabel , Managing Director and Gaming Practice

Leader , Marshs Hospitality and Gaming PracticeTrip Schneck, President and Co-Founder , TIG Global LLCAdam Weissenberg, Vice Chairman, and U.S. Tourism,

Hospitality & Leisure Leader,Deloitte & Touche USA LLP
http://www.chr.cornell.edu/http://www.chr.cornell.edu/


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FriendsAmerican Tescor, LLC Argyle Executive Forum Berkshire Healthcare Center for Advanced Retail Technology Cody Kramer Imports Cruise Industry News DK Shif et & Associates ehotelier.com EyeforTravel 4Hoteliers.com Gerencia de Hoteles & Restaurantes Global Hospitality Resources Hospitality Financial andTechnological Professionals hospitalityInside.com hospitalitynet.org Hospitality Technology Magazine Hotel Asia Paci c Hotel China HotelExecutive.com Hotel Interactive Hotel Resource HotelWorld Network International CHRIE International Hotel Conference International Society of Hospitality Consultants iPerceptions JDA Software Group, Inc. J.D. Power and Associates The Lodging Conference LodgingHospitality Lodging Magazine LRA Worldwide, Inc. Milestone Internet Marketing MindFolio MindshareTechnologies PhoCusWright Inc. PKF Hospitality Research RealShare Hotel Investment & Finance Summit Resort and Recreation Magazine The Resort Trades RestaurantEdge.com Shibata Publi shing Co. Synovate The TravelCom Network UniFocus USA Today WageWatch, Inc. The Wall Street Journal WIWIH.COM

PartnersDavis & Gilbert LLPDeloitte & Touche USA LLPDenihan Hospitality GroupeCornell & Executive EducationExpedia, Inc.Forbes Travel GuideFour Seasons Hotels and ResortsFox Rothschild LLPFrench Quarter Holdings, Inc.HVSHyattInterContinental Hotels GroupJumeirah GroupLRP PublicationsMarriott International, Inc.Marshs Hospitality PracticeMaritzPricewaterhouseCoopersProskauerSabre Hospitality SolutionsSchneider ElectricSouthern Wine and Spirits o AmericaThayer Lodging GroupThompson HotelsTravelportWATG

Senior PartnersHilton WorldwideMcDonalds USAPhilips HospitalitySASSTRTaj Hotels Resorts and PalacesTIG Global

T a k t g s C at M m s


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4 e Center for Hospitality Research Cornell University

AbouT The AuThor

by Glenn Withiam

G W t amis director o publications or the Cornell University Center or Hospitality Research.This report could not have been prepared without the assistance o the ollowing students

at the Cornell School o Hotel Administration:

Melissa Bergman, Timothy Chen, Arielle Chernin, and Ryen Lung

Te Challenge o Hotel and RestaurantSustainability:

Finding Proft in Being Gre


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Cornell Hospitality Research Summit Proceedings February 2011 www.chr.cornell.edu 5

exeCuTive SuMMAry

While many hospitality operators are scrambling to improve the sustainability of theiroperations, many guests are doing nothing of the kindeven though they expecthotels and restaurants to be as green as possible. Taking note of this contradiction,speakers and presenters at the Cornell Hospitality Research Summit urged the

hospitality industry to move ahead on sustainability, more because it can provide operating savingsthan because guests demand it. Key points raised during CHRS included the idea that sustainability includes not only environmental issues but also the preservation of local cultures. Design needs to beas e cient as possible, but the environmental aspects of design need to be implicit, since guests are notinterested in being expressly educated about green operation. No sustainability program makes senseif it does not have a favorable cost-bene t ratio. An e cient design not only conserves resources, but it

can make a hotel more viable (and pro table). Energy management should be integrated into hospitality operations so that it responds to actual building use. However, the industry is still struggling to ndmeasurements and benchmarks for green operations generally and energy conservation speci cally.Guest room energy management is at the ore ront o sustainability eforts, but again there is noindication that guests wish to be inconvenienced in any way by a hotels energy-saving programs. Food-service operations also face sustainability issues, complicated by guests interest in healthy food andlocal sourcing.

ChrS SponSorS

The Cornell Hospitality Research summit was made possible by the ollowing sponsors:


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Cornell hoSpiTAliTy reSeArCh SuMMiT proCeedinGS

No industry is more exposed to the publics inspection than is the hospitality industry.Guests at hotels and restaurants have made it clear that they want the industry tooperate in a more sustainable manner (although the guests themselves o en dontbehave that way). Sustainability initiatives involve improved operations, as well as

new facility designs and retro ts for existing properties. Presenters at the Cornell Hospitality ResearchSummit outlined the challenges and bene ts of sustainability in several presentations and speeches.Held in October 2010, the CHRS brought 225 industry leaders and academic researchers to the Cornellcampus in Ithaca to address the topics of greatest concern for the hotel and restaurant industry. Inaddition to sustainability, key issues included analysis of the industrys market prospects, social media,revenue management, and hotel valuation.

Finding Proft in Being Gree

by Glenn Withiam

Te Challenge o Hotel andRestaurant Sustainability:


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Tourism Is a Force for GoodKeynote speaker Gerald Lawless, executive chairman of Jumeirah Group, issued a clarion call or the hotel industry to improve the sustainability of its operations, both in terms

of environment and local cultures. Lawless built his call forsustainability on the core concept that tourism is a orce orgoodand he urged governments worldwide to eliminateregulations that interfere with the ow of tourists, notably,by air.

Lawless gave the example of Jumeirahs cultural sustain-ability e orts in Bali. When Jumeirah builds a luxury hotelin a rural community, Lawless views it as important toengage local residents in the travel and tourism industry. Atthe same time, resort operators can expose visitors to thelocal culture. In this way, the hotels development providesbene ts to the community. rough the Jumeirah Founda-

tion, the rm can evaluate the needs of the local community.He explained that one bene t of new construction isthe opportunity to minimize a hotels carbon footprint by applying the latest, most e cient technology, and complyingwith LEED standards (Leadership in Energy and Environ-mental Design). Guests are included in sustainability e orts,by rewarding them for enjoying their luxurious hotel stay ina responsible fashion.

Te Importance o CultureSebastian Escarrer, vice chairman of Sol Melia Hotels, whochaired a breakout session on industry sustainability, struck a similar note to the concept that Lawless presented. Escar-rer suggested that environmentalism is the backbone of tourism. Invoking his experience in Europe, Escarrer echoedLawlesss concept of sustainability as having both environ-mental and cultural aspects. He added that social respon-sibility is essential for hospitality companies. is includesrespecting human rights and promoting the best possibleworking conditions.

One reason that Escarrer highlights the cultural aspectof sustainability is that a locations cultural identity andheritage is what makes that destination stand out so thatpeople nd it desirable to visit. at is, discovering a cultureis a chief reason that guests are willing to travel thousandsof miles. Drawing again from Sol Melias approach, Escar-rer suggested that sustainability is not a program but should

become the DNA in corporate culture, value, and strategy.Future Proo ng the HotelPointing to his companys multiple-year record of environ-mental programs, David Jerome, senior vice president of corporate responsibility or InterContinental Hotels Group,pointed out that sustainability in the hotel business involvesa balance. Guests probably would not want to stay in the

greenest possible hotel, so the question becomes one o what exactly constitutes a green hotel that also works for

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guests. Since IHG runs a substantial portfolio of hotels andis constantly opening new properties, the rm is acutely aware of the challenge in sustainably operating an existinghotel, as well as the need to develop a green hotel to beginwith.

Jerome echoed a key point raised by other speak -ersnamely, sustainability isnt charity. Instead, its part of running the business. So, energy savings, including waysto engage employees and engage guests, are all a part o the business operation. He rejects the premise that sustain-ability is expensive. Instead, he considers it an investmentfor future-proo ng a hotel business. Noting that custom-ers usually do not put their money where their mouth iswhen it comes to conservation, he warned that hoteliersshould not assume that everyone has the same de nitionof sustainability, or even understands what sustainability means. Jerome urges shi ing to a win-win mentality instead

of o ering trade-o s to guests. Towelreuse programs arean example of a trade-o that leaves guests in an awkwardposition. In e ect, the typical towel-reuse program involvesasking the guest to compensate for the hotels problem. In-stead, he suggests focus on guilt-free luxury and well-beingthat is by de nition sustainable.

E ective Sustainable DesignSustainability starts with hotel design. If the design is inef-

cient, the hotel operator will face continual challenges to

operator in the most appropriate and economicfashion. Scott Woroch, executive vice presi-dent worldwide development for Four SeasonsHotels and Resorts, explained the continuouse ort his rm makes to ensure that their hotelsare designed as e ciently as possible. is

approach not only conserves resources, but itmakes operations more e cient and allows thehotel to ensure Four Seasonss high standards.us, the company provides input into how

the hotel should be programmed and designedto ensure that the integrity o the brand isrespected, customers get the experience andlevel of service they expect, and owners get thereturn on investment that they are seeking. ekey is to assess each eature intended or thehotel to ensure that it is adding value, as drivenby customer expectations. us, a key design

challenge for maximum e ciency and guest value is to have the correct mix of front-of-house areas that generate revenue and back-of-house areas that provide support for revenuegenerating functions.

As an example of value engineering, Woroch cited theFour Seasons development inside Walt Disney World. eproperty is a 445-key hotel that includes forty residential

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units. e initial hotel design called for nearly 630,000square eet, but a reconsideration o space or support unc-tions resulted in a nal, modi ed design with just under565,000 square feet. Woroch explained that this reductionof nearly 65,000 square feetjust over 10 percent of theoriginal totalresulted in a reduction of approximately

$40 million in construction costs, without diminishing thecustomer experience.

Award-Winning DesignIn another design presentation, Raj Chandnani, director of strategy for the design rm WATG, explained how designingproperties for sustainable operation is a long-term strategy that can combine money-saving operating e ciencies withgreen operation. In conjunction with Palo Alto-based IDEO,WATG designed the Haptik hotel suite, named a er theGreek word for touch, which won a design award from theU.S. Green Building Council. As Chandnani explained it,the Haptik idea is more than just a design, since it met thecompetitions criteria for education and an overall aestheticapproach, in addition to the sustainable design elements.

Perhaps the keenest insight or the Haptik designprocess came from IDEOs research on guests attitudes,which led the designers to an unexpected and counterin-tuitive conclusion. Instead of designing a room for greencustomers, their goal became to design a hotel experiencefor all customersan experience that innately includessustainable principles. By focusing on green customers,Chandnani warned, its possible to alienate others who arenot so interested in sustainability. us, the design elementsfor the Haptik concept were targeted at a goal of establishing

a quality indoor environment, even as the design includedenergy-saving attributes, such as water e ciency, energy and atmosphere controls, and appropriate materials andresources.

With regard to Haptiks design, WATG reasoned thatthe greatest resource consumption involved constructingthe room itself, so their idea was to make an e cient spacethat used a minimum of materials. One-third of the roomis outside the building, and the suite has separate unctionalzones for arrival, sleeping, and dining. Instead of an in-roomminibar, the concept ofers guests a cofee press and locally produced pastries. In the end, Chandnani explained that the

room is intended to be an overall experience that includessustainable principles. e room doesnt include an expressly

green educational message, because outright eforts to edu -cate guests with regard to sustainability constitute a designfailure.

Finding a Sustainability Benchmark Troughout the CHRS presentations on sustainability, arecurring theme was the problem of measurement, and,

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more particularly, benchmarking. Nitin Joglekar, associ-ate pro essor o operations and technology management atBoston University School of Management, suggested thatthe measurement challenge is one o the greatest issues orsustainable hospitality. is problem embodies both a lack o in ormation about resource consumption patterns anda lack o standardized benchmarks or resource consump -tion. Joglekar proposed that the boundaries for a hotelssustainability e orts are wide, because they should include

all players in the service process. ose three players in to ahotels service operations, Joglekar noted, are the operator,the customer, and the owner. For the operator, he proposeda sustainability index, comprising behavioral and operatingscores, that managers could use as one benchmark. Giventhe observation that customers will behave more or less asthey please, Joglekar suggested encouraging guests to beconscious of environmental issues. He stated that greencustomers increase pro tability. To owners, Joglekar addedthat reducing consumption enhances pro tability, but eachhotel needs to nd its own path to sustainability, since onesize doesnt t all.

e benchmark which Joglekar presented, was based onthe results of a study that was intended to begin the e ortof establishing measurement standards. With Jie Zhang andRohit Verma, Joglekar examined actual hotel expenditures,as recorded in the Uniform System of Accounts for Hotels.

ey identi ed two sets of expenses. One set, which they termed a behavioral factor, was in uenced by the num-ber of guests in the property. is factor is largely drivenby laundry, linen, and supplies for both rooms and F&Boperations. e other set, termed an operating factor, wasinherent in the hotels design. is was based primarily onelectricity, water and sewer, and maintenance expenses. us,

one set, the operating actor, could be controlled by man -agement and the other set, the behavioral factor, was moredi cult to control. More details of this study can be foundin the CHR report: Developing Measures for Environmen-tal Sustainability in Hotels: An Exploratory Study , by Jie J.Zhang, Nitin Joglekar, and Rohit Verma.

Integrating Energy ManagementEnergy management is a large portion of sustainability strategies, and Paul Hamilton, vice president of energy

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e ciency at Schneider Electric, foresees no likelihood thatexisting energy challenges will abate. Indeed, as energy demand escalates (doubling from current levels by 2050), weneed to nd ways to produce su cient energy while cuttingCO2 emissions in half by 2050. e most likely approach tothis challenge is a combination o cleaner energy generation

and energy e ciency. To help hotels operate as e ciently aspossible, Hamilton suggests that energy management mustbecome a corporate commitment, just as quality assurancedid in an earlier day. If that seems like an odd suggestion, hepoints out that ten years ago no hotel had a quality manage -ment person on the executive committee, but now quality management is a mainline part of management. In the sameway, hotels should add energy management to their execu-tive committee.

Hamilton sees a parallel between energy managementand other management issues, suggesting a life-cycle ap-proach similar to that used for nance, quality, and safety.

Although hotels and restaurants have been tightening uptheir energy conservation e orts for decades, theres stillroom for more conservation. Hotels can use so ware thatintegrates energy use into business practicesfor example, awireless heating (or cooling) and lighting system. Hotels canalso work with vendors to encourage sustainable operations.Walmart, for instance, is doing this with its supply chain, tothe point where the company knows exactly where its prod-ucts and raw materials come from.

Like other speakers, Hamilton emphasized the impor-tance o integrating sustainability, rather than simply tryingto add a few energy-saving or recycling programs. Althoughits appropriate to state sustainability initiatives as a matterof fact, guests are sensitive to the possibility that a hotel isoverstating its environmental commitment. He pointed outthat guests are nonplussed, for instance, when they see thecard that invites them to reuse their towels. Instead they want to know what that particular hotel is doing to make adi erence.

Guest Room Energy ConservationIn another set o presentations ocusing on implementingenergy conserving practices in hotels, two Cornell University professors explained their work on energy retro ts. Lindsay Anderson, an adjunct assistant professor of biological and

environmental engineering at Cornell, has been examiningways that hotels and other businesses can integrate renew-able energy into power systems. is includes so-called

smart buildings, which integrate energy infrastructure withthe data on the user preferences and occupancy levels. As apractical matter, the generally accepted concept is that con -servation retro ts must not a ect the guests experience.

Alex Susskind, associate professor at the Cornell Schoolof Hotel Administration, presented preliminary ndings of a

study that manipulated guest room energy use in a way thatis intended to go unnoticed. Cornells Statler Hotel, whichis both a commercial hotel and a laboratory or studenteducation and academic research, hosted the project to seewhat type of energy saving treatments can be implementedwithout interfering with guest satisfaction.

Explaining the methodology involved in that project,and its outcomes, Susskind pointed out that as a undamen -tal principle, no sustainability program or energy treatmentcan be implemented unless it also makes economic sense.

With support o the Philips Corporation, the Statlerproject installed energy-e cient bathroom lighting andtelevisions in the hotels guestrooms. e televisions are setup with one of three possible settings for di erent levelsof energy savings, with the idea of determining whetherguests notice the di erent settings. In particular, the projectseeks to determine whether there is a connection betweenenergy treatments and the guests overall evaluation of their

hotel experience. at is, they may not speci cally noticean energy conservation treatment, but they might commentthat the bathroom lights are inadequate (in rooms where thebathroom lighting was manipulated to one of four settings).Guests are randomly assigned to the rooms with the energy saving treatments. ey are asked to evaluate several dimen-sions of the room (bathroom, technology, bed, and linens) todisguise the actual intent of the study (which is, of course, to

nd out their reactions, if any, to either the TV or bathroomlighting manipulations).

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Although the study was still underway at the time of CHRS, initial ndings are that guests satisfaction levels withthe television and the hotel in general has not been a ectedby any energy treatment. Guests report being satis ed with

their rooms in all casesnot a surprising outcome, giventhat the hotel just upgraded all 150 of its rooms and wasrecently awarded a four-diamond rating from AAA.

As other researchers have discovered, Susskinds survey has found that even though guests expect hotels to save en-ergy and operate sustainably, the guests themselves generally make no particular e ort to conserve energy in their rooms,nor are they willing to pay more for an energy-e cientroom. Moreover, they do not use the presence or absenceo sustainability programs as a actor in their decision setto select a brand or property. is nding supports the sug-gestions made by several CHRS speakers to the e ect thatsustainable practices must be integrated into hotel opera -tions. Although guests want to see sustainability, that aloneis not su cient to encourage guest bookings.

e Challenge of Food-Service Sustainability If anything, sustainable operation is an even greater thicketfor restaurants and other food and beverage outlets. Suss-kind said that 58 percent o restaurant companies identi y implementing green operation as a strategic initiative. In ad-dition to energy costs, F&B facilities also face ingredient and

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material costs and production and packaging costs. However,the main barrier to sustainable operation or restaurants issimilar to that of hotels, namely, money, or, more speci -cally, quantifying a return on investment, the cost of greentechnologies, and the necessary capital requirements orsustainability initiatives.

Focusing more directly on the restaurant industry,Hudson Riehle, senior vice president of the research andknowledge group, National Restaurant Association, pointedto the many interrelated trends that complicate sustainability in F&B operations. In many instances, consumers majorconcerns are the sustainability o the ood supply, as much asthe restaurant operations themselves. ose concerns aboutsustainable food supplies, blend in with guests desire to eata more healthy diet (reported by three out of four adultssurveyed), and concerns about food allergies and ingredientissues, such as celiac disease.

As examples of food-supply sustainability, Riehle said

that consumers are now expecting to know the source of their food, and they are seeking locally grown produce and(to the extent possible) locally sourced meat and seafood,not to mention locally produced wine and beer. Rielhleidenti ed the half portion or bite-size dessert as a majortrend for many restaurants. Operators can take advantage of these trends by identi ying the source o menu items, ofer -ing half portions (o en as tapas) for a smaller price than thefull entre, and emphasizing fresh products. Riehle said thatthree out o our restaurateurs reported that resh productsbring more customers to restaurants.

Hospitality Research in Practice Award

Acknowledges Wyndhams Sustainability Program

A highlight of the Cornell Hospitality Research Summitwas the inaugural Hospitality Research in Practice Award,which acknowledged successful research-driven business in-novations by four companies: Best Western, McDonalds, Taj,and Wyndham. e Wyndham program, which won honor-able mention, was an example of sustainability in action.

Having established a six-point sustainability programcalled Wyndham Green, Wyndham Worldwide assisted inthe development of one of the rst eco-friendly uniformprograms in the hospitality industry. Working with its exist-ing supplier, Cintas, Wyndham developed uniforms madewith recycled polyester, such as from plastic beverage bottles.

e e ort required numerous wear tests, and the chosenfabric had to have a proper hand, as well as resist pilling andabrasion. e result was two uniform lines that will gradual-ly be phased in systemwide as existing uniforms are replaced.

By selecting a recycled polyester apparel program,Wyndham helped divert nearly 70,000 water bottles fromland lls. Not only does this process keep water bottles out


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of the waste stream, but it reduces energy con-sumption by as much as 33 percent compared tomanufacturing virgin bers from crude oil. It alsoreduces carbon dioxide emissions by 47 percentand helps decrease harmful air emissions. As anadditional bene t, the fabric requires no special

laundry treatment, and can be washed in conven-tional machines.

In addition to the uni orm program, Wynd -ham utilizes several ecologically friendly practicesincluding the use of energy-e cient compact uo-rescent lighting, low- ow water faucets and showerheads, an Earth Smart guest linen reuse programand numerous recycling e orts. Wyndham Hotelsand Resorts was also the rst national upscalelodging chain to mandate allergy-friendly roomssystemwide. n

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CHR Publications

Indexwww.chr.cornell.eduCornell Hospitality Quarterlyhttp://cqx.sagepub.com/

2011 ReportsVol. 11, No. 5 e Impact of Terrorismand Economic Shocks on U.S. Hotels , by Cathy A. Enz, Renta Kosov, and Mark Lomanno Vol. 11 No. 4 Implementing HumanResource Innovations: ree SuccessStories from the Service Industry , by JustinSun and Kate Walsh, Ph.D.

Vol. 11 No. 3 Compendium 2011

Vol. 11 No. 2 Positioning a Place:Developing a Compelling DestinationBrand, by Robert J. Kwortnik, Ph.D., and

Ethan Hawkes, M.B.A.Vol. 11 No. 1 Te Impact o HealthInsurance on Employee Job Anxiety,Withdrawal Behaviors, and Task Per ormance, by Sean Way, Ph.D., BillCarroll, Ph.D., Alex Susskind, Ph.D., andJoe C.Y. Leng

2010 Reports

Vol. 10 No. 18 How Travelers UseOnline and Social Media Channels toMake Hotel-choice Decisions, by Laura

McCarthy, Debra Stock, and Rohit Verma,Ph.D.

Vol. 10 No. 17 Public or Private? eHospitality Investment Decision, by Qingzhong Ma, Ph.D. and Athena WeiZhang, Ph.D.

Vol. 10 No. 16 Best Practices in SearchEngine Marketing and Optimization:

e Case of the St. James Hotel, by GregBodenlos, Victor Bogert, Dan Gordon,Carter Hearne, and Chris K. Anderson,Ph.D.

Vol. 10 No. 15 e Impact of Prix FixeMenu Price Formats on Guests DealPerception, by Shuo Wang and MichaelLynn, Ph.D.

Vol. 10 No. 14 e Future of HotelRevenue Management, by Sheryl Kimes,Ph.D.

Vol. 10 No. 13 Making the Most of Pricelines Name-Your-Own-PriceChannel, by Chris Anderson, Ph.D., andShijie Radium Yan

Vol. 10, No. 12 Cases in InnovativePractices in Hospitality and RelatedServices, Set 4, by Cathy A. Enz, Ph.D.,Rohit Verma, Ph.D., Kate Walsh, Ph.D.Sheryl E. Kimes, Ph.D., and Judy A.Siguaw, D.B.A

Vol. 10, No. 11 Whos Next? An Analysisof Lodging Industry Acquisitions, by Qingzhong Ma, Ph.D., and Peng Liu, Ph.D.

Vol. 10, No. 10 Cases in InnovativePractices in Hospitality and RelatedServices, Set 3: Cayuga SustainableHospitality, Chic & Basic, JetBlue AirlinesJumeirah Essex House, e Ritz-CarltonHotel Company, Runtriz, Te SeaportHotel, ayer Lodging, TripTelevision, andXsense Experiential Design Consulting, by Cathy A. Enz, Ph.D., Rohit Verma, Ph.D.,Kate Walsh, Ph.D. Sheryl E. Kimes, Ph.D.,and Judy A. Siguaw, D.B.A.

Vol. 10, No. 9 Building Customer Loyalty:Ten Principles for Designing an E ectiveCustomer Reward Program, by MichaelMcCall, Ph.D., Clay Voorhees, Ph.D., andRoger Calantone, Ph.D.

Vol. 10, No. 8 Developing Measures for

Environmental Sustainability in Hotels:An Exploratory Study, by Jie J. Zhang,Nitin Joglekar, Ph.D., and Rohit Verma,Ph.D.

Vol. 10, No. 7 Successful Tactics forSurviving an Economic Downturn:Results o an International Study, by Sheryl E. Kimes, Ph.D.

Vol. 10, No. 6 Integrating Self-serviceKiosks in a Customer-service System,byTsz-Wai (Iris) Lui, Ph.D., and GabrielePiccoli, Ph.D.

Vol. 10, No. 5 Strategic Pricing inEuropean Hotels, 20062009, by Cathy A. Enz, Ph.D., Linda Canina, Ph.D., andMark Lomanno

Vol. 10, No. 4 Cases in InnovativePractices in Hospitality and RelatedServices, Set 2: Brewerkz, ComfortDelgroTaxi, DinnerBroker.com, Iggys, JumboSeafood, OpenTable.com, PriceYourMeal.com, Sakae Sushi, Shangri-La Singapore,and Stevens Pass, by Sheryl E. Kimes,Ph.D., Cathy A. Enz, Ph.D., Judy A.Siguaw, D.B.A., Rohit Verma, Ph.D., andKate Walsh, Ph.D.

Vol. 10, No. 3 Customer Preferencesor Restaurant Brands, Cuisine, and

Food Court Con gurations in ShoppingCenters, by Wayne J. Taylor and RohitVerma, Ph.D.
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