Servinnov Cchospindmsq

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ql\li5386\sb0\sl-276\slmult0 \par\pard\ql\li5386\sb0\sl-276\slmult0 \par\pard\ql
\li5386\sb108\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f
2\fs24 Forthcoming \par\pard\ql \li4659\sb264\sl-276\slmult0 \up0 \expndtw-3\cha
rscalex100 \ul0\nosupersub\cf2\f3\fs24 Managing Service Quality \par\pard\ql \li
4219\sb4\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf3\f4\fs2
4 Special Issue on \ul0\nosupersub\cf4\f5\fs24 Service Innovation \par\pard\ql \
li2420\sb0\sl-276\slmult0 \par\pard\ql\li2420\sb268\sl-276\slmult0 \up0 \expndtw
-3\charscalex100 \ul0\nosupersub\cf1\f2\fs24 Service Innovation and Customer Cho
ices in Hospitality Industry \par\pard\ql \li5325\sb0\sl-253\slmult0 \par\pard\q
l\li5325\sb30\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f
6\fs22 Liana Victorino \par\pard\ql \li5496\sb7\sl-253\slmult0 \up0 \expndtw-3\c
harscalex100 \ul0\nosupersub\cf6\f7\fs22 PhD Student \par\pard\ql \li4516\ri4344
\sb0\sl-260\slmult0\tx5251 \up0 \expndtw-3\charscalex100 David Eccles School of
Business \line\tab \up0 \expndtw-3\charscalex100 University of Utah \par\pard\ql
\li4897\sb1\sl-238\slmult0 \up0 \expndtw-3\charscalex100 Salt Lake City, UT 841
12 \par\pard\ql \li4350\sb3\sl-237\slmult0 \up0 \expndtw-3\charscalex100 Email:
\ul0\nosupersub\cf7\f8\fs22 pmgtlv@business.utah.edu \par\pard\ql \li5472\sb0\sl
-253\slmult0 \par\pard\ql\li5472\sb17\sl-253\slmult0 \up0 \expndtw-3\charscalex1
00 \ul0\nosupersub\cf5\f6\fs22 Rohit Verma \par\pard\ql \li4346\ri4173\sb0\sl-25
3\slmult0\tx4609\tx5251 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf6\f7\fs2
2 Associate Professor of Management \line\tab \up0 \expndtw-3\charscalex100 Thay
ne Robson Faculty Fellow \line \up0 \expndtw-3\charscalex100 David Eccles School
of Business \line\tab \up0 \expndtw-3\charscalex100 University of Utah \par\par
d\ql \li4897\ri4722\sb5\sl-240\slmult0 \up0 \expndtw-3\charscalex100 Salt Lake C
ity, UT 84112 \line \up0 \expndtw-3\charscalex100 Phone: 801-585-5263 \par\pard\
ql \li4111\sb10\sl-253\slmult0 \up0 \expndtw-3\charscalex100 Email: \ul0\nosuper
sub\cf7\f8\fs22 rohit.verma@business.utah.edu \par\pard\ql \li5183\sb0\sl-253\sl
mult0 \par\pard\ql\li5183\sb14\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0
\nosupersub\cf5\f6\fs22 Gerhard Plaschka \par\pard\ql \li4241\ri4068\sb0\sl-250\
slmult0\fi104\tx5245 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf6\f7\fs22 A
ssociate Professor of Management \up0 \expndtw-3\charscalex100 Kellstadt Graduat
e School of Business \line\tab \up0 \expndtw-3\charscalex100 DePaul University \
par\pard\ql \li4206\ri4031\sb0\sl-260\slmult0\tx5055 \up0 \expndtw-3\charscalex1
00 1 East Jackson Blvd Chicago, IL 60604 \line\tab \up0 \expndtw-3\charscalex100
Phone: 312-362-5451 \par\pard\ql \li4386\sb1\sl-226\slmult0 \up0 \expndtw-3\cha
rscalex100 Email: \ul0\nosupersub\cf7\f8\fs22 gplaschka@mindfolio.com \par\pard\
ql \li5422\sb0\sl-253\slmult0 \par\pard\ql\li5422\sb39\sl-253\slmult0 \up0 \expn
dtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs22 Chekitan Dev \par\pard\ql \li450
5\ri4333\sb0\sl-260\slmult0\tx5258 \up0 \expndtw-3\charscalex100 \ul0\nosupersub
\cf6\f7\fs22 Associate Professor of Marketing \up0 \expndtw-3\charscalex100 Scho
ol of Hotel Administration \line\tab \up0 \expndtw-3\charscalex100 Cornell Unive

rsity \par\pard\ql \li4838\ri4665\sb0\sl-260\slmult0\fi430 \up0 \expndtw-3\chars
calex100 Ithaca, NY 14853 \line \up0 \expndtw-3\charscalex100 Phone: 607-255-916
9 \line \up0 \expndtw-3\charscalex100 Email: \ul0\nosupersub\cf7\f8\fs22 csd5@co
rnell.edu \par\pard\ql \li5086\sb0\sl-253\slmult0 \par\pard\ql\li5086\sb215\sl-2
53\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs22 Acknowledge
ments \par\pard\qj \li2159\ri1924\sb246\sl-255\slmult0 \up0 \expndtw0\charscalex
100 \ul0\nosupersub\cf6\f7\fs22 We thank the Hospitality Sales and Marketing Ass
ociation International (HSMAI) \up0 \expndtw-3\charscalex100 for supporting th
e empirical research reported in this paper. We also like to \up0 \exp
ndtw0\charscalex102 acknowledge the support of the David Eccles School of Busine
ss, University of \up0 \expndtw-2\charscalex100 Utah to the first two autho
rs for the Ph.D. fellowship and summer research \up0 \expndtw-3\charscale
x100 support provided.
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}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
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x100 \ul0\nosupersub\cf1\f2\fs24 Service Innovation and Customer Choices in Hosp
itality Industry \par\pard\ql \li5673\sb0\sl-253\slmult0 \par\pard\ql\li5673\sb2
50\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs22 Abst
ract \par\pard\qj \li1439\ri1205\sb247\sl-253\slmult0 \up0 \expndtw0\charscalex1
03 \ul0\nosupersub\cf6\f7\fs22 The purpose of this article is to understand the
impact service innovation has on customers\u8217? \line \up0 \expndtw-3\charscal
ex100 choices within the hotel and leisure industry.
The article also
discusses the influence the \line \up0 \expndtw0\charscalex100 creation of
new service innovation has on both service development and operational strategy.
\line \up0 \expndtw-1\charscalex100 The analysis is based on a national survey
of approximately 1000 travelers in the United States \line \up0 \expndtw-2\chars
calex100 using a web-based data acquisition approach. The travelers are segmen
ted by reason of travel, \line \up0 \expndtw0\charscalex100 business or leisure,
and discrete choice analysis is applied to model customer preferences for \line
\up0 \expndtw0\charscalex100 hotel service innovation. Overall, the study fin
ds that innovation does matter when guests are \line \up0 \expndtw-2\charscalex1
00 selecting a hotel, with type of lodging having the largest impact on a custom
er\u8217?s hotel choice. In \line \up0 \expndtw0\charscalex104 addition, servi
ce innovation is found to have a larger influence on choices when guests are \li
ne \up0 \expndtw-2\charscalex100 staying at economy hotels rather than mid-range
to up-scale hotels. Also, leisure travelers were \line \up0 \expndtw0\charsca
lex100 found to be more influenced by innovative amenities such as childcare pro
grams and in-room \line \up0 \expndtw-3\charscalex100 kitchenettes than busine
ss travelers were. The understanding of customers\u8217? choices allows
\line \up0 \expndtw-1\charscalex100 managers to better design their service
offerings and formulate corresponding operational \line \up0 \expndtw0\cha
rscalex100 strategies around customer needs. This article examines the addition
of innovation to the hotel \line \up0 \expndtw0\charscalex100 service concept
and is an excellent tool for managers deciding on which innovations t
o \line \up0 \expndtw-3\charscalex100 implement. \par\pard\qj \li1439\ri1516\sb2
42\sl-260\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf5\f6\fs22 Keyw
ords: \ul0\nosupersub\cf6\f7\fs22 Service innovation, discrete choice analysis,
hospitality industry, survey research, \up0 \expndtw-3\charscalex100 technology,
and service customization. \par\pard\ql \li5477\sb0\sl-253\slmult0 \par\pard\ql
6\fs22 Introduction \par\pard\qj \li1439\ri1204\sb24\sl-378\slmult0\fi720 \up0 \
expndtw-3\charscalex100 \ul0\nosupersub\cf6\f7\fs22 Customers, in a number o
f industries, are constantly bombarded with run-of-the-mill \line \up0 \ex
pndtw-3\charscalex100 product and service offerings. As a result, custome
rs both desire and more often demand \line \up0 \expndtw0\charscalex100 in
novative alternatives. In response, many service-oriented firms are striving to
integrate novel \up0 \expndtw-1\charscalex100 features into their product-servic
e offerings. Even product-oriented firms have noted the benefits \up0 \expndtw0\
charscalex102 of adding service innovation to their business strategies.
For
example, during recent years, \line \up0 \expndtw-1\charscalex100 IBM, a predo
minantly product-oriented firm, generated over half of its total revenu
e from \line \up0 \expndtw0\charscalex102 services.
Yet, only 15% of IBM\u8
217?s research and development budget was being allocated to \line \up0 \expndtw
0\charscalex100 services (Fitzgerald, 2005). Realizing this discrepancy, IBM r
ecently realigned its strategy and \up0 \expndtw-3\charscalex100 business plan
emphasizing service-based innovations. The new strategy was a resoundin
g \up0 \expndtw0\charscalex100 success. With one of IBM\u8217?s innovative ser
vice programs adding over 300 million dollars to last \up0 \expndtw-3\charscalex
100 year\u8217?s total revenue (Fitzgerald, 2005). \par\pard\qj \li1439\ri1206\s
b1\sl-380\slmult0\fi720 \up0 \expndtw0\charscalex100 The benefits of service inn
ovation are apparent. What is not as clear is how managers \line \up0 \expndtw0\
charscalex100 should decide on which innovations to implement. In some cases, in
novative service offerings \line \up0 \expndtw-3\charscalex100 are necessary j
ust to maintain a firm\u8217?s current market share.
This phenomenon
suggests, \line \up0 \expndtw-2\charscalex100 \u8220?\u8230?that some innovat
ions may merely raise the cost of doing business without a significant \
line \up0 \expndtw-2\charscalex100 economic benefit, other than to preserve curr
ent business and without providing a competitive \par\pard\ql \li10680\sb0\sl-27
6\slmult0 \par\pard\ql\li10680\sb190\sl-276\slmult0 \up0 \expndtw-3\charscalex10
0 \ul0\nosupersub\cf8\f9\fs24 2 \par\pard\sect\sectd\fs24\paperw12240\paperh1584
0\pard\sb0\sl-240{\bkmkstart Pg3}{\bkmkend Pg3}\par\pard\li1440\sb0\sl-253\slmul
t0\par\pard\li1440\sb0\sl-253\slmult0\par\pard\li1440\sb0\sl-253\slmult0\par\par
d\li1440\sb0\sl-253\slmult0\par\pard\li1440\sb204\sl-253\slmult0\fi0\tx2396\tx46
29 \up0 \expndtw0\charscalex102 \ul0\nosupersub\cf6\f7\fs22 edge\u8230?\u8221?\t
ab \up0 \expndtw0\charscalex102 (Reid and Sandler,\tab \up0 \expndtw0\charscal
ex102 1992). However, other innovations may enhance service\par\pard\qj \l
i1440\ri1204\sb18\sl-380\slmult0 \up0 \expndtw-3\charscalex100 differentiation
and induce financial gains.
Thus, it is important for managers to i
mplement \up0 \expndtw-1\charscalex100 innovations which are not only desired by
customers but also are economically beneficial to the \up0 \expndtw-3\charscale
x100 firm (Reid and Sandler, 1992). \par\pard\qj \li1440\ri1204\sb2\sl-378\slmul
t0\fi720 \up0 \expndtw0\charscalex102 Hospitality firms, such as hotels, are an
ideal example of a market which could benefit \line \up0 \expndtw-1\charscalex10
0 from the implementation of service innovation.
First, from a custom
er\u8217?s perspective, the \line \up0 \expndtw0\charscalex102 hospitality mar
ket is perpetually inundated by many similar, often easily substitutable service
\line \up0 \expndtw0\charscalex104 offerings.
This can cause difficulties fo
r hotel managers as they attempt to differentiate an \line \up0 \expndtw0\charsc
alex100 individual hotel from its competitors (Reid and Sandler, 1992). One so
lution to this challenge \line \up0 \expndtw0\charscalex100 may be to offer new
and innovative features to customers. Secondly, the hospitality industry is \lin
e \up0 \expndtw0\charscalex100 rapidly changing due to accelerations in informat
ion technology (Olsen and Connelly, 2000). \line \up0 \expndtw0\charscalex100
Managers will need to make proactive changes which focus even more intensely on
customer \line \up0 \expndtw-1\charscalex100 preferences, quality, and technolog
ical interfaces in order to stay competitive in such a dynamic \line \up0 \expnd
tw-1\charscalex100 environment (Karmarkar, 2004; Berger et al., 1989). Thirdly,
travelers today do not exhibit, as in \line \up0 \expndtw0\charscalex100 past de
cades, a truly brand loyal behavior. Travelers instead are choosing to patroni
ze hotels \line \up0 \expndtw0\charscalex100 that offer the best value propositi
on under existing budgetary constraints. (Olsen and Connolly, \line \up0 \expndt
w0\charscalex102 2000).
In order to add value to the guests\u8217? experience
, hotel managers and marketers must \line \up0 \expndtw0\charscalex104 meet the
challenge of determining which services are preferred by hotel guests (Olsen an
d \line \up0 \expndtw0\charscalex100 Connolly, 2000).
Once a manager underst
ands customers\u8217? preferences, the challenge then \line \up0 \expndtw-3\char
scalex100 becomes prioritizing those preferences which add the greatest
value to the hotel\u8217?s existing \line \up0 \expndtw-4\charscalex100 serv
ice offering. \par\pard\qj \li1440\ri1265\sb1\sl-380\slmult0\fi720 \up0 \expndtw
0\charscalex103 The purpose of this study is to explore customer tradeoffs for s
ervice innovation. The \line \up0 \expndtw-1\charscalex100 article will examine
the addition of innovative offerings and its relation to the hotel\u8217?s core
service \line \up0 \expndtw0\charscalex102 concept.
The service concept encom
passes both the \u8220?how,\u8221? in other words,\ul0\nosupersub\cf9\f10\fs22
\ul0\nosupersub\cf6\f7\fs22 the operations \line \up0 \expndtw-2\charscalex100
content,\ul0\nosupersub\cf9\f10\fs22 \ul0\nosupersub\cf6\f7\fs22 and the \u8220
?what,\u8221?\ul0\nosupersub\cf9\f10\fs22 \ul0\nosupersub\cf6\f7\fs22 the marke
ting content, of service design as well as the integration of the \line \up0 \ex
pndtw-1\charscalex100 two (Goldstein et al., 2002). In other words, we will ex
amine the innovative service preferences \line \up0 \expndtw0\charscalex100 of h
otel guests, while also exploring how these preferences align with the strategic
intent of the \line \up0 \expndtw-1\charscalex100 firm. Aligning customer pre
ferences with operational strategy is important because operational \line \up0 \
expndtw-1\charscalex100 constraints make it impossible to implement all options
of innovative service offerings. Instead, \line \up0 \expndtw-1\charscalex100
hotel managers need to develop an understanding of market preferences prior to t
he addition of \line \up0 \expndtw0\charscalex100 new services. This type of k
nowledge will enable managers to select innovative offerings that \line \up0 \ex
pndtw-2\charscalex100 are most beneficial to the firm and that will truly have a
n impact on customer\u8217?s choices. \par\pard\qj \li1440\ri1265\sb1\sl-380\slm
ult0\fi720 \up0 \expndtw-1\charscalex100 The importance of studying innovation\u
8217?s role in services seems obvious. Yet, analysis in \line \up0 \expndtw-1\ch
arscalex100 service innovation research is lacking in comparison to prod
uct innovation research \par\pard\ql \li10680\sb0\sl-276\slmult0 \par\pard\ql\
li10680\sb0\sl-276\slmult0 \par\pard\ql\li10680\sb54\sl-276\slmult0 \up0 \expndt
w-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 3 \par\pard\sect\sectd\fs24\paperw
12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg4}{\bkmkend Pg4}\par\pard\qj \li1
440\sb0\sl-380\slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0 \par\pard\qj\li144
0\ri1248\sb347\sl-380\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf6\f
7\fs22 (Chesbrough, 2004). Research which examines the opportunities and risks
specific to service \up0 \expndtw0\charscalex102 innovation as well as the choi
ce sets for system design is needed to further the knowledge in \up0 \expndtw0\c
harscalex100 service innovation research (Chesbrough, 2004). In this paper, we
provide insight into service \up0 \expndtw-2\charscalex100 innovation by expl
oring the hotel preferences of both business and leisure travelers.
We \up0 \expndtw-3\charscalex100 specifically aim to: \par\pard\qj \li1440\sb0\s
l-380\slmult0 \par\pard\qj\li1440\ri1266\sb1\sl-380\slmult0 \up0 \expndtw0\chars
calex103 \ul0\nosupersub\cf5\f6\fs22 Research Objective #1:\ul0\nosupersub\cf6\
f7\fs22 Understand the trade-offs made for business and leisure travelers \up0
\expndtw-2\charscalex100 when choosing a hotel, in terms of innovative hotel mar
ket drivers or attributes. \par\pard\qj \li1440\sb0\sl-360\slmult0 \par\pard\qj\
li1440\ri1264\sb37\sl-360\slmult0 \up0 \expndtw0\charscalex102 \ul0\nosupersub\c
f5\f6\fs22 Research Objective #2:\ul0\nosupersub\cf6\f7\fs22 Explore the influ
ence the addition of innovative services has on the \up0 \expndtw-3\charscalex10
0 design of the core service concept. \par\pard\qj \li1440\sb0\sl-380\slmult0 \p
ar\pard\qj\li1440\ri1267\sb4\sl-380\slmult0 \up0 \expndtw0\charscalex100 \ul0\no
supersub\cf5\f6\fs22 Research Objective #3:\ul0\nosupersub\cf6\f7\fs22 Examine
the impact of innovative service preferences on operational \up0 \expndtw-3\char
scalex100 strategy formulation. \par\pard\qj \li1440\sb0\sl-380\slmult0 \par\par
d\qj\li1440\ri1204\sb1\sl-380\slmult0\fi720 \up0 \expndtw0\charscalex103 We bel
ieve that achieving these objectives will be beneficial to academics a
nd \line \up0 \expndtw-1\charscalex100 practitioners when considering the impact
service innovation has on a given firm\u8217?s core concept. \line \up0 \expndt
w-2\charscalex100 The structure of the article is organized in the foll
owing manner:\ul0\nosupersub\cf5\f6\fs22 \ul0\nosupersub\cf6\f7\fs22 First,
we give a general \line \up0 \expndtw-2\charscalex100 overview of the previou
s research regarding the service concept and innovation value. Next we \line \
up0 \expndtw0\charscalex100 discuss the current hotel innovations that pertain t
o our study. We then describe our research \line \up0 \expndtw0\charscalex100 me
thods and the application of discrete choice modeling. In addition, we discuss
the tradeoffs \line \up0 \expndtw-3\charscalex100 made by business and leis
ure travelers when selecting a hotel. We conclude by providing \line \u
p0 \expndtw-3\charscalex100 insights into service concept development as well as
operational strategy formulation. \par\pard\ql \li5478\sb0\sl-253\slmult0 \par\
pard\ql\li5478\sb232\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersu
b\cf5\f6\fs22 Background \par\pard\ql \li1440\sb0\sl-253\slmult0 \par\pard\ql\li
1440\sb0\sl-253\slmult0 \par\pard\ql\li1440\sb1\sl-253\slmult0 \up0 \expndtw-3\c
harscalex100 Service Concept \par\pard\qj \li1440\ri1205\sb23\sl-380\slmult0\fi7
20 \up0 \expndtw0\charscalex103 \ul0\nosupersub\cf6\f7\fs22 The wide array of re
search related to service innovation has primarily focused on the \line \up0 \ex
pndtw0\charscalex100 definition of the \u8220?service concept\u8221? (Goldstein

et al., 2000). Edvardsson and Olsson (1996, pg. \line \up0 \expndtw-1\charscal
ex100 149) defined the service concept as a \u8220?prototype for service, coveri
ng the needs of the customer \line \up0 \expndtw0\charscalex100 and the design o
f the service.\u8221? Previous research has discussed the critical role of the
service \line \up0 \expndtw-2\charscalex100 concept in service design and
development (Edvardsson and Olsson, 1996). Furthermore, \line \up0 \expndtw
0\charscalex100 Goldstein et al. (2000) proposes that the service concept is the
missing key element in service \line \up0 \expndtw-3\charscalex100 design rese
arch. They suggest that the service concept integrates the \u8220?how\u
8221? and \u8220?what\u8221? of \par\pard\ql \li10680\sb0\sl-276\slmult0 \par
\pard\ql\li10680\sb0\sl-276\slmult0 \par\pard\ql\li10680\sb54\sl-276\slmult0 \up
0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 4 \par\pard\sect\sectd\fs
24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg5}{\bkmkend Pg5}\par\par
d\qj \li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0 \par\pard
\qj\li1440\ri1266\sb347\sl-380\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosuper
sub\cf6\f7\fs22 service design while keeping both the customers\u8217? needs and
strategic intent of the firm in mind. \up0 \expndtw-1\charscalex100 In other wo
rds, the service concept gives a detailed description of what the customer needs
and \up0 \expndtw-2\charscalex100 how the organization will deliver the service
(Diagram 1). \par\pard\ql \li5246\sb0\sl-253\slmult0 \par\pard\ql\li5246\sb232\
sl-253\slmult0 \up0 \expndtw-3\charscalex100 [Insert Diagram 1] \par\pard\ql \li
2160\sb0\sl-253\slmult0 \par\pard\ql\li2160\sb0\sl-253\slmult0 \par\pard\ql\li21
60\sb1\sl-253\slmult0\tx6050 \up0 \expndtw0\charscalex102 The conceptual backg
round of the \tab \up0 \expndtw0\charscalex101 \u8220?service concept\u8221?
in operations management \par\pard\ql \li1440\sb127\sl-253\slmult0\tx3750 \up
0 \expndtw-3\charscalex100 literature is similar to \tab \up0 \expndtw-2\char
scalex100 \u8220?marketing concept.\u8221? The marketing concept is the k
ey to achieving \par\pard\qj \li1440\ri1225\sb24\sl-378\slmult0 \up0 \expndtw0
\charscalex102 organizational goals and involves \u8220?\u8230? determining the
needs and wants of target markets and \line \up0 \expndtw0\charscalex100 deliver
ing the desired (customer) satisfactions more effectively than competitors\u8230
?\u8221? (Agarwal et \line \up0 \expndtw0\charscalex102 al., 2003, pg. 68). Firm
s that are considered to be market-oriented are presumed to have the \line \up0
\expndtw0\charscalex102 capability of understanding their customers better than
their competitors. Innovation plays an \line \up0 \expndtw0\charscalex106 import
ant role in the marketing concept because it gives the service firm the ability
to stay \line \up0 \expndtw-2\charscalex100 ahead of its competitors through new
market offerings. The association between innovation and \line \up0 \expndtw0
\charscalex100 the market-orientation of a firm was determined to be both positi
ve and significant (Agarwal et \line \up0 \expndtw0\charscalex102 al., 2003).
In other words, a more market-oriented firm is more likely to consider innovati
on, \line \up0 \expndtw-1\charscalex100 which ultimately leads to superior firm
performance (Agarwal et al., 2003; Han et al., 1998). The \line \up0 \expndtw0\c
harscalex103 relationship found between innovation and market orientation emphas
izes the importance of \line \up0 \expndtw0\charscalex100 identifying customers\
u8217? needs. By understanding customer tradeoffs, service firms will have a \
line \up0 \expndtw-2\charscalex100 better market orientation with a resulting im
provement in firm performance. \par\pard\ql \li1440\sb0\sl-253\slmult0 \par\pard
\ql\li1440\sb233\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf
5\f6\fs22 Innovative Value Strategy \par\pard\qj \li1440\ri1205\sb23\sl-380\slmu
lt0\fi720 \up0 \expndtw0\charscalex103 \ul0\nosupersub\cf6\f7\fs22 Managers when
reexamining their existing service offering also need to decide which \line \up
0 \expndtw-1\charscalex100 innovations will create value. For example, manager
s must ask themselves, which innovations \line \up0 \expndtw0\charscalex100 not
only deliver additional value to their customers but also are economically viabl
e to the firm. \line \up0 \expndtw-3\charscalex100 Customer value can be def
ined as, \u8220?the customer\u8217?s perception of what they want to h
ave \line \up0 \expndtw0\charscalex104 happen in a specific-use situation, with
the help of a product and service offering in order to \line \up0 \expndtw-1\cha
rscalex100 accomplish a desired purpose or goal.\u8221? (Stahl et al., 1999, pg.

53). The hospitality industry has \line \up0 \expndtw0\charscalex100 an abund
ance of options which to choose from, when determining which products and servic
es \line \up0 \expndtw-1\charscalex100 will add value for their customers. For e
xample, a hotel operator can offer various combinations \line \up0 \expndtw0\cha
rscalex100 of traditional value drivers such as price, location, and typical hot
el amenities, such as pool or \line \up0 \expndtw0\charscalex100 work-out facili
ties. On the other hand, new and innovative value drivers could be offered which
\line \up0 \expndtw-1\charscalex100 include features such as online reservation
s, in-room high speed internet access, customization \par\pard\ql \li10680\sb0\s
l-276\slmult0 \par\pard\ql\li10680\sb0\sl-276\slmult0 \par\pard\ql\li10680\sb0\s
l-276\slmult0 \par\pard\ql\li10680\sb158\sl-276\slmult0 \up0 \expndtw-3\charscal
ex100 \ul0\nosupersub\cf8\f9\fs24 5 \par\pard\sect\sectd\fs24\paperw12240\paperh
15840\pard\sb0\sl-240{\bkmkstart Pg6}{\bkmkend Pg6}\par\pard\ql \li1440\sb0\sl-3
78\slmult0 \par\pard\ql\li1440\sb0\sl-378\slmult0 \par\pard\ql\li1440\ri1247\sb3
52\sl-378\slmult0\tx2160 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf6\f7\fs2
2 of room dcor, and flexible check in/out policies. Before introducing a new se
rvice innovation, \line \up0 \expndtw-2\charscalex100 hotel managers need to ass
ess the value that it will bring to their customers. \line \tab \up0 \expndtw-1\
charscalex100 A good understanding of value can be gained through empirical rese
arch methods, such \line \up0 \expndtw0\charscalex100 as customer surveys. Su
rvey research relies heavily on a customer\u8217?s perception of the \l
ine \up0 \expndtw-1\charscalex100 functionality, performance, and worth of a sup
plier\u8217?s offerings (Anderson and Narus, 1998). By \line \up0 \expndtw-1\c
harscalex100 acquiring the vital information of why guests choose to stay at par
ticular hotels, hotel managers \line \up0 \expndtw0\charscalex103 are better a
ble to understand the attributes which drive guest\u8217?s purchasing d
ecisions. \line \up0 \expndtw-2\charscalex100 Furthermore, understanding the
guest\u8217?s needs and desires is invaluable when determining \line \up0
\expndtw0\charscalex100 methods for improving company image. A lack of custom
er preference understanding leads to \line \up0 \expndtw0\charscalex100 problems
in both product and service design (Schall, 2003).\ul0\nosupersub\cf5\f6\fs22
\ul0\nosupersub\cf6\f7\fs22 Research shows that\ul0\nosupersub\cf5\f6\fs22
\ul0\nosupersub\cf6\f7\fs22 the most \line \up0 \expndtw-1\charscalex100 succes
sful companies are the ones which are fully aware of customer preferences and de
velop \line \up0 \expndtw-3\charscalex100 their services in line with targeted m
arket needs (Karmarkar, 2004). \par\pard\qj \li1440\ri1264\sb1\sl-380\slmult0\fi
719 \up0 \expndtw0\charscalex102 As a competing service firm, it is essential to
not only consider the types of innovative \up0 \expndtw-1\charscalex100 attribu
tes to offer but also which operational strategy must be implemented to achieve
the firm\u8217?s \up0 \expndtw0\charscalex100 goals. Kim and Mauborgne (2000) co
ined the term \u8220?value innovative logic\u8221? which differs from a \up0 \ex
pndtw0\charscalex100 more conventional approach. The conventional objective is t
o maximize the value of industrial \up0 \expndtw0\charscalex104 bound offerings
while the value innovative goal is to aid the innovative aspect of the service \
up0 \expndtw0\charscalex102 offering (Kim and Mauborgne, 2000). Our research f
ocuses on the value innovation logic for \up0 \expndtw0\charscalex103 product an
d service offerings.
Therefore, rather than taking a more traditional approac
h in \up0 \expndtw-1\charscalex100 determining which product and services to off
er, an innovative logic approach presents options, \up0 \expndtw0\charscalex104
\u8220?\u8230? in terms of the total solution customers seek, even if that takes
the company beyond its \up0 \expndtw-3\charscalex100 industry\u8217?s tradition
al offerings\u8221? (Kim and Mauborgne, 2000, pg. 106). \par\pard\ql \li1440\sb0
\sl-253\slmult0 \par\pard\ql\li1440\sb232\sl-253\slmult0 \up0 \expndtw-3\charsca
lex100 \ul0\nosupersub\cf5\f6\fs22 Innovations in Hospitality Firms \par\pard\ql
\li1440\sb127\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf11
\f12\fs22 Hotel Type \par\pard\qj \li1440\ri1204\sb23\sl-380\slmult0\fi720 \up0
\expndtw0\charscalex102 \ul0\nosupersub\cf6\f7\fs22 The emergence of \u8220?bout
ique\u8221? hotels during recent years is an excellent example of an \line \up0
\expndtw-1\charscalex100 innovative offering in an otherwise standardized indust
ry. The boutique hotel typically features a \line \up0 \expndtw0\charscalex100 c

ontemporary or minimalist dcor while also offering many additional lifestyle amen
ities. Hotel \line \up0 \expndtw0\charscalex103 guests tend to perceive boutiq
ue hotels as a stylish location for which they are willing to pay \line \up0 \ex
pndtw0\charscalex100 premium room rates for (Binkley, 1999). Recently, the bou
tique hotel trend has crossed over \line \up0 \expndtw-3\charscalex100 into the
mid-priced hotel market (Chittium, 2004).
Rather than focusing exclu
sively on the \line \up0 \expndtw0\charscalex100 functionality of the hotel
product offering, mid-price hotels are beginning to consider the \line
\up0 \expndtw-3\charscalex100 aesthetic appearance of the building\u8217?s
structure and dcor (Chittium, 2004).
Hotels\u8217? guest \line \up0 \exp
ndtw-3\charscalex100 rooms as well as lobbies are being redesigned in order to s
tand out amongst the basic hotel \par\pard\ql \li10680\sb0\sl-276\slmult0 \par\p
ard\ql\li10680\sb0\sl-276\slmult0 \par\pard\ql\li10680\sb54\sl-276\slmult0 \up0
\expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 6 \par\pard\sect\sectd\fs24
\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg7}{\bkmkend Pg7}\par\pard\
qj \li1440\sb0\sl-378\slmult0 \par\pard\qj\li1440\sb0\sl-378\slmult0 \par\pard\q
j\li1440\ri1203\sb352\sl-378\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupers
ub\cf6\f7\fs22 offerings. For example, Choice Hotels are planning a new chain
of hotels, tentatively named the \line \up0 \expndtw-3\charscalex100 Diplomat t
hat will feature flat-screen TVs and stylish shelving in its guest-roo
ms (Chittium, \line \up0 \expndtw0\charscalex100 2004). Another higher-priced
hotel chain has adopted amenities that are typically associated \line \up0 \exp
ndtw-2\charscalex100 with boutique hotels while pricing its rooms to be competit
ive with the mid-priced market. These \line \up0 \expndtw0\charscalex102 innov
ative changes are expected to boost their occupancy rates beyond their rivals (
Binkley, \line \up0 \expndtw0\charscalex103 2003).
Amenities being offered wi
ll include platform beds with no box springs, wire storage \line \up0 \expndtw-1
\charscalex100 racks rather than dressers, plasma television screens, and compli
mentary wireless DSL access \line \up0 \expndtw0\charscalex100 (Binkley, 2003).
The trendy boutique hotel is an innovation to the traditional hotel experience
\line \up0 \expndtw0\charscalex100 and an attractive option to consider when de
signing a hotel service concept, especially when it \line \up0 \expndtw0\charsca
lex100 crosses the traditional industry boundaries into co-branded fashion and j
ewelry concepts (e.g. \line \up0 \expndtw-3\charscalex100 Bulgari-Marriott allia
nce) \par\pard\ql \li1440\sb0\sl-253\slmult0 \par\pard\ql\li1440\sb253\sl-253\sl
mult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf11\f12\fs22 Use of Informa
tion Technology \par\pard\qj \li1440\ri1203\sb3\sl-380\slmult0\fi720 \up0 \expnd
tw0\charscalex104 \ul0\nosupersub\cf6\f7\fs22 Another example of innovation in h
otel services is the use of information technology. \line \up0 \expndtw0\charsca
lex100 One study determined which of the recent technological innovations were m
ost beneficial, least \line \up0 \expndtw-3\charscalex100 beneficial, and had
future benefits for hotels (Reid and Sandler, 1992).
The technologic
al \line \up0 \expndtw0\charscalex100 innovations that were found to be most ben
eficial included: a wake up system, electronic door \line \up0 \expndtw-1\charsc
alex100 locks, in-room pay-per-view, video cassette players, multiple phone line
s, video library, personal \line \up0 \expndtw-1\charscalex100 computers, voice
mail, computer modem connections, video check out, electronic in-room
\line \up0 \expndtw0\charscalex102 safes, and a software library (Reid and Sand
ler, 1992). However, it may be impractical for a \line \up0 \expndtw0\charscale
x100 specific hotel or chain to adopt all available technological amenities due
to a lack of operational \line \up0 \expndtw-1\charscalex100 capabilities or l
imited resources. \up0 \expndtw-1\charscalex100 Instead, hotels must determi
ne which technological \par\pard\ql \li1440\sb105\sl-253\slmult0 \up0 \expndtw
-3\charscalex100 innovations will most benefit their organization. \par\pard\qj
\li1440\ri1203\sb23\sl-380\slmult0\fi720 \up0 \expndtw-1\charscalex100 Aside fr
om customer preferences for technology, the addition of new technologic
al \line \up0 \expndtw-3\charscalex100 features to a hotel\u8217?s service
concept has distinct phases of adoption (Namasivayam et al., \line \up0
\expndtw-2\charscalex100 2000). The technology adoption process includes:
(1) customer signaling, such as internet \line \up0 \expndtw-1\charscalex10

0 booking and in-room modems (2) enabling management, such as managemen
t email (3) \line \up0 \expndtw0\charscalex102 enabling employees, such as voi
ce mail (4) customer service revenue add-ons, such as ATM \line \up0 \expndtw0\c
harscalex102 and interactive TVs (5) customer service value add-ons, such as int
ernet access and in-room \line \up0 \expndtw0\charscalex100 fax machines, and (
6) wireless technology, such as curbside check-in, voice recognition, and \line
\up0 \expndtw-3\charscalex100 smart cards (Namasivayam et al., 2000). With
the intricacies of implementing technological \line \up0 \expndtw-3\charsc
alex100 advances to the service concept, hotel managers need to also t
ake into consideration the \line \up0 \expndtw0\charscalex103 adoption proce
ss of implementing technology on top of understanding the operational \
line \up0 \expndtw-3\charscalex100 capabilities of the hotel. \par\pard\ql \li10
4 7 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart
Pg8}{\bkmkend Pg8}\par\pard\ql \li1440\sb0\sl-253\slmult0 \par\pard\ql\li1440\s
b0\sl-253\slmult0 \par\pard\ql\li1440\sb0\sl-253\slmult0 \par\pard\ql\li1440\sb0
l-253\slmult0 \par\pard\ql\li1440\sb73\sl-253\slmult0 \up0 \expndtw-3\charscalex
100 \ul0\nosupersub\cf11\f12\fs22 Customization of Service \par\pard\qj \li1440\
ri1264\sb24\sl-378\slmult0\fi720 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf
6\f7\fs22 Customizing the service experience for hotel guests is another
means of service \line \up0 \expndtw0\charscalex102 innovation. Some example
s of service customization include: allowing guests to have flexible \line \up0
\expndtw0\charscalex104 check in/out times, personalizing room dcor, or ha
ving child care options available. \line \up0 \expndtw0\charscalex103 Custom
ized options adapt the hotel\u8217?s service offering to each individual guest\u
8217?s preferences. \line \up0 \expndtw0\charscalex100 However, customization is
not easy to implement due to the operational capabilities of the firm. \line \u
p0 \expndtw0\charscalex102 For example, a flexible check in/out policy could lea
d to labor scheduling problems.
Adding \line \up0 \expndtw-1\charscalex100 su
ch a policy successfully requires the alignment of hotel\u8217?s marketing and o
perational activities. \line \up0 \expndtw0\charscalex100 Skinner (1974) provide
s a product-oriented example of the importance of balancing marketing \line \up0
\expndtw0\charscalex102 and operational activities. He suggests that whil
e it may seem profitable to add more \line \up0 \expndtw0\charscalex100 p
roducts/features to the product mix, it may be too difficult operationally to im
plement (Skinner, \line \up0 \expndtw0\charscalex102 1974). This dilemma is equa
lly applicable to a service setting, in which adding more services \line \up0 \e
xpndtw-3\charscalex100 may not operationally be possible. \par\pard\qj \li1440\r
i1204\sb1\sl-380\slmult0\fi720 \up0 \expndtw-3\charscalex100 As we discussed
earlier, service innovation is a crucial aspect of a firm\u8217?s abil
ity to \line \up0 \expndtw-3\charscalex100 differentiate itself from its co
mpetitors and can contribute more to a firm\u8217?s revenues.
Yet, \l
ine \up0 \expndtw0\charscalex102 service innovation research is lacking in compa
rison to product innovation. In this paper, we \line \up0 \expndtw-1\charscale
x100 address this discrepancy by presenting an analysis of hotel travelers\u8217
? preferences for innovative \line \up0 \expndtw-2\charscalex100 service offeri
ngs and the role innovation plays in service development.
The next
section \line \up0 \expndtw-1\charscalex100 describes our research methodology i
n exploring the innovative choice drivers for business and \line \up0 \expndtw-3
\charscalex100 leisure hotel travelers. \par\pard\ql \li4910\sb0\sl-253\slmult0
\par\pard\ql\li4910\sb0\sl-253\slmult0 \par\pard\ql\li4910\sb0\sl-253\slmult0 \p
ar\pard\ql\li4910\sb106\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupe
rsub\cf5\f6\fs22 Research Methodology \par\pard\ql \li1440\sb0\sl-253\slmult0 \p
ar\pard\ql\li1440\sb0\sl-253\slmult0 \par\pard\ql\li1440\sb1\sl-253\slmult0 \up0
\expndtw-3\charscalex100 Analysis Approach \par\pard\qj \li1440\ri1264\sb23\sl380\slmult0\fi720 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf6\f7\fs22 An ef
fective method for determining the market-based relative value of various featur
es \line \up0 \expndtw-1\charscalex100 of a service (e.g. hotels) involves model

ing customer preferences in response to experimentally \line \up0 \expndtw0\char
scalex103 designed service profiles. This approach, commonly known as probabilis
tic \ul0\nosupersub\cf5\f6\fs22 discrete choice \line \up0 \expndtw0\charscalex1
02 analysis\ul0\nosupersub\cf6\f7\fs22 (DCA) has been used to model choice proc
esses of decision-makers in a variety of \line \up0 \expndtw0\charscalex100 acad
emic disciplines, including marketing, operations management, transportati
on, urban \line \up0 \expndtw0\charscalex100 planning, hospitality, and natural
resource economics (e.g. Louvire and Timmermans, 1990; \line \up0 \expndtw-2\c
harscalex100 Pullman and Moore, 1999; Verma, et al., 1999; Verma et al., 2001; V
erma et al., 2004)\ul0\nosupersub\cf10\f11\fs22 . \par\pard\ql \li10680\sb0\sl-2
76\slmult0 \par\pard\ql\li10680\sb0\sl-276\slmult0 \par\pard\ql\li10680\sb0\sl-2
76\slmult0 \par\pard\ql\li10680\sb158\sl-276\slmult0 \up0 \expndtw-3\charscalex1
00 \ul0\nosupersub\cf8\f9\fs24 8 \par\pard\sect\sectd\fs24\paperw12240\paperh158
40\pard\sb0\sl-240{\bkmkstart Pg9}{\bkmkend Pg9}\par\pard\qj \li1440\sb0\sl-380\
slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\ri1264\sb347\
sl-380\slmult0\fi720 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf6\f7\fs22 S
tatistical models (e.g. Multinomial logit models, nested logit models), develope
d from a \up0 \expndtw-1\charscalex100 DCA study, link service attributes to cus
tomer preferences. Therefore by describing a service in \up0 \expndtw0\charscale
x102 terms of appropriate attributes, DCA can be used to predict relative market
impact of various \up0 \expndtw0\charscalex102 service offerings (Danaher, 19
97). Recent papers by Verma et al., (1999) and Verma et al., \up0 \expndtw0\cha
rscalex100 (2002) review DCA literature and provide guidelines for designing and
conducting DCA studies \up0 \expndtw0\charscalex100 of services. Rather than re
peating here what has already been detailed in various publications, \up0 \expnd
tw-3\charscalex100 we only briefly describe the DCA method. \par\pard\qj \li1440
\ri1264\sb4\sl-376\slmult0\fi720 \up0 \expndtw0\charscalex104 Discrete choice ex
periments involve careful design of service profiles, in this case, a \line \up0
\expndtw0\charscalex102 specific hotel and choice sets (a number of service alt
ernatives) in which two or more service \line \up0 \expndtw0\charscalex105 alter
natives are offered to decision-makers and they are asked to evaluate the option
s and \line \up0 \expndtw-1\charscalex100 choose one (or none). Each subject i
n a DCA experiment typically receives several choice sets \line \up0 \expndtw0\c
harscalex102 to evaluate (e.g., 8 to 32 sets) with two or more hypothetical serv
ices to choose from in each \line \up0 \expndtw0\charscalex100 set. The design o
f the experiment is under the control of the researcher, and consequently, the \
line \up0 \expndtw-1\charscalex100 decision-makers\u8217? choices \up0 \expndtw
-1\charscalex100 (dependent variable) are a function of the attributes o
f each \par\pard\qj \li1440\ri1265\sb1\sl-380\slmult0 \up0 \expndtw-1\charscale
x100 alternative, personal characteristics of the respondents, and unobserved ef
fects captured by the \line \up0 \expndtw-2\charscalex100 random component \up0
\expndtw-1\charscalex100 (e.g., unobserved heterogeneity or omitted factor
s). For a detailed \par\pard\qj \li1440\ri1264\sb1\sl-380\slmult0 \up0 \expnd
tw0\charscalex102 theoretical and statistical background of DCA please refer to
Ben-Akiva and Lerman (1991), \up0 \expndtw-3\charscalex100 Louviere et al., (20
01) and McFadden (1986). \par\pard\li1440\sb120\sl-253\slmult0\fi720 \up0 \expnd
tw0\charscalex100 DCA applications based on choice experiments typically involve
the following steps: (1)\par\pard\li1440\sb126\sl-253\slmult0\fi0\tx4193\tx7909
\tx10529 \up0 \expndtw-2\charscalex100 identification of attributes,\tab \up0
\expndtw-2\charscalex100 (2) specification of attribute levels,\tab \up0 \ex
pndtw-2\charscalex100 (3) experimental design,\tab \up0 \expndtw-1\charscalex1
00 (4)\par\pard\li1440\sb127\sl-253\slmult0\fi0 \up0 \expndtw0\charscalex100 pre
sentation of alternatives to respondents, and (5) estimation of the ch
oice model.
Past\par\pard\li1440\sb127\sl-253\slmult0\fi0 \up0 \expndtw0\cha
rscalex100 studies have shown that in general, the market share predictions gene
rated from the statistical\par\pard\li1440\sb126\sl-253\slmult0\fi0 \up0 \expndt
w0\charscalex100 models (e.g. multinomial logit - MNL) based on discrete choice
analysis are extremely accurate\par\pard\li1440\sb126\sl-253\slmult0\fi0\tx4155\
tx6644\tx7576 \up0 \expndtw-1\charscalex100 (Ben-Akiva and Lerman,\tab \up0 \e
xpndtw-1\charscalex100 1991; Louviere et al.,\tab \up0 \expndtw-1\charscalex1

00 2001).\tab \up0 \expndtw-1\charscalex100 Subsequently we describe our\par\
pard\li1440\sb127\sl-253\slmult0\fi0 \up0 \expndtw0\charscalex100 implementation
of DCA within the context of business and leisure hotel travelers in the United
\par\pard\li1440\sb127\sl-253\slmult0\fi0 \up0 \expndtw-1\charscalex100 States.\
par\pard\ql \li1440\sb0\sl-253\slmult0 \par\pard\ql\li1440\sb242\sl-253\slmult0
\up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs22 Hotel Attributes and E
xperimental Design \par\pard\qj \li1440\ri1265\sb23\sl-380\slmult0\fi720 \up0 \e
xpndtw0\charscalex102 \ul0\nosupersub\cf6\f7\fs22 Prior to finalizing the ex
perimental attributes and levels with the discrete choice \line \up0 \exp
ndtw-1\charscalex100 customer survey, we conducted extensive qualitative r
esearch \up0 \expndtw-1\charscalex100 (Verma et al., \up0 \expndtw-1\charscale
x100 1999). We \par\pard\qj \li1440\ri1264\sb1\sl-380\slmult0 \up0 \expndtw0\ch
arscalex100 interviewed managers from economy, mid-range and upscale hotels and
several business and \line \up0 \expndtw0\charscalex100 leisure hotel customers.
Based on qualitative data and a review of academic and practitioner\u8217?s \li
ne \up0 \expndtw0\charscalex106 literature on the topic, we identified five broa
d constructs of hotel attributes to be varied in \line \up0 \expndtw-1\charscale
x100 discrete choice experiments. They are - hotel type; price; loyalty/frequent
user programs; eating \par\pard\ql \li10680\sb0\sl-276\slmult0 \par\pard\ql\li1
0680\sb0\sl-276\slmult0 \par\pard\ql\li10680\sb54\sl-276\slmult0 \up0 \expndtw-3
\charscalex100 \ul0\nosupersub\cf8\f9\fs24 9 \par\pard\sect\sectd\fs24\paperw122
40\paperh15840\pard\sb0\sl-240{\bkmkstart Pg10}{\bkmkend Pg10}\par\pard\qj \li14
40\sb0\sl-380\slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440
\ri1204\sb347\sl-380\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf6\f
7\fs22 options; office facilities and technology options; customization o
ptions; and hotel amenities. \line \up0 \expndtw0\charscalex103 Each of these
constructs was further expanded into attributes (each with 2 or more levels).
\line \up0 \expndtw0\charscalex100 However, in this paper we will only focus on
the innovative constructs: hotel type, technology, \line \up0 \expndtw-1\charsc
alex100 and customization for ease of understanding and clarity. Each of these c
onstructs is considered \line \up0 \expndtw-1\charscalex100 to be innovative
because each involves offering services which are not traditional to t
he \line \up0 \expndtw-2\charscalex100 industry. \par\pard\qj \li1440\ri1264\sb2
\sl-378\slmult0\fi720 \up0 \expndtw0\charscalex100 The \u8220?hotel type\u8221
? construct consisted of three attributes: economy, midrange, and \line
\up0 \expndtw0\charscalex103 upscale. Each attribute was represented by four of
the six experimental levels: motel, bed & \line \up0 \expndtw0\charscalex100 bre
akfast inn, independent boutique hotel, standardized hotel affiliated/operated b
y recognized \line \up0 \expndtw0\charscalex100 chain, boutique hotel operate
d by a recognized chain, and convention style hotel. The \line \up0 \ex
pndtw-1\charscalex100 \u8220?technology\u8221? construct was described by three
attributes: internet access in room (none, free, $5 \line \up0 \expndtw0\charsca
lex100 or $10/day), business center (not available; full-service & centrally l
ocated; multiple business \line \up0 \expndtw0\charscalex104 kiosks, in-room pri
nter, fax, etc.), and availability of internet reservations (yes, no). The last
\line \up0 \expndtw0\charscalex100 construct, customization, includes differ
ent alternatives which match a person\u8217?s life-style. \line \up0 \expn
dtw0\charscalex103 Customization was described by five attributes: ability to br
ing small pets to room (yes, no), \line \up0 \expndtw0\charscalex102 availabili
ty of flexible check-in/check-out times (yes, no), ability to personalize in-ro
om dcor \line \up0 \expndtw-1\charscalex100 (yes, no), childcare (not available,
fee-based nanny and/or kids club for infants and up to 12 yrs \line \up0 \expndt
w0\charscalex102 old kids), and in-room kitchen facilities (none, coffeemaker,
microwave, refrigerator, and full-\line \up0 \expndtw0\charscalex100 kitchenette
). Table 1 describes the innovative attributes and their corresponding experime
ntal \line \up0 \expndtw-3\charscalex100 levels. \par\pard\ql \li5385\sb0\sl-253
\slmult0 \par\pard\ql\li5385\sb233\sl-253\slmult0 \up0 \expndtw-3\charscalex100
[Insert Table 1] \par\pard\ql \li2160\sb0\sl-253\slmult0 \par\pard\ql\li2160\sb0
\sl-253\slmult0 \par\pard\ql\li2160\sb1\sl-253\slmult0 \up0 \expndtw-2\charscale
x100 After finalizing the list of attributes and their experimental levels, we d
esigned 64 \par\pard\ql \li1440\ri1270\sb23\sl-380\slmult0 \up0 \expndtw-2\chars
calex100 orthogonal profiles that allowed us to reliably estimate the main effec
ts of all the hotel attributes \up0 \expndtw-2\charscalex100 described above (Ve
rma et al., 1999). To enhance the realism of the task, a full-profile approach \
up0 \expndtw-2\charscalex100 was used in presenting the choice sets\ul0\nosupers
ub\cf10\f11\fs22 \ul0\nosupersub\cf6\f7\fs22 (Green and Srinivasan 1990), i.e.,
each profile shown to \up0 \expndtw-2\charscalex100 the respondents simultaneou
sly described some combination of all the attributes. Within the \up0 \expndtw-2
\charscalex100 actual survey three hotel profiles (one economy, one mid-range an
d one upscale) were shown \up0 \expndtw-2\charscalex100 to respondents at the sa
me time and they were asked to choose one hotel (or neither) which \up0 \expndtw
-2\charscalex100 varied from each other on numerous attributes simultaneously. E
ach respondent evaluated 8 \up0 \expndtw-2\charscalex100 hotel choice-sets. In a
ddition to the hotel choice task, the survey instrument included several \up0 \e
xpndtw-2\charscalex100 questions about respondents\u8217? past hotel visits as w
ell as demographics. \par\pard\ql \li10560\sb0\sl-276\slmult0 \par\pard\ql\li105
4 10 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstar
t Pg11}{\bkmkend Pg11}\par\pard\qj \li1440\sb0\sl-380\slmult0 \par\pard\qj\li144
0\sb0\sl-380\slmult0 \par\pard\qj\li1440\ri1265\sb347\sl-380\slmult0\fi720 \up0
\expndtw-2\charscalex100 \ul0\nosupersub\cf6\f7\fs22 We pre-tested the survey wi
th 25 randomly-selected hotel customers to ensure ease and \up0 \expndtw0\charsc
alex100 comprehension of the task, as well as to ensure reliable data collection
methods. Average time \up0 \expndtw-1\charscalex100 for completing the entire s
urvey was approximately 20 minutes and respondents did not indicate \up0 \expndt
w-2\charscalex100 difficulty in comprehension. \par\pard\ql \li1440\sb0\sl-253\s
lmult0 \par\pard\ql\li1440\sb232\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \u
l0\nosupersub\cf5\f6\fs22 Sampling Frame and Data Collection \par\pard\qj \li144
0\ri1265\sb24\sl-378\slmult0\fi720 \up0 \expndtw0\charscalex105 \ul0\nosupersub\
cf6\f7\fs22 The population of interest consisted of business and leisure travele
rs who stayed in \line \up0 \expndtw0\charscalex100 economy, mid-range or upscal
e hotels. To obtain a representative sample (or as close to it as \line \up0 \ex
pndtw-1\charscalex100 possible) we acquired from a third party vendor a reliable
electronic mailing list of 4000 potential \line \up0 \expndtw0\charscalex100 re
spondents with residences scattered across the United States from a well-reputed
marketing \line \up0 \expndtw0\charscalex100 research company. The mailing list
contained a sample of respondents balanced according to \line \up0 \expndtw0\ch
arscalex100 US census data validated by various demographics criteria. Each of t
he potential respondents \line \up0 \expndtw0\charscalex103 received an email
invitation to participate in the survey from the lead researcher. By
\line \up0 \expndtw-1\charscalex100 participating in the survey, a respondent ha
d the ability to participate in a raffle to win one of the \line \up0 \expndtw0\
charscalex102 10 gift certificates for $100. From the initial list of potential
respondents, approximately 2500 \line \up0 \expndtw0\charscalex100 chose to pa
rticipate in the survey. Approximately 40% of the respondents answered negativel
y \line \up0 \expndtw-1\charscalex100 to the screening question (have you taken
a business or leisure trip during the last 1 year which \line \up0 \expndtw0\cha
rscalex100 required a hotel stay?) and were not allowed to continue with the sur
vey. At the conclusion of a \line \up0 \expndtw0\charscalex103 3 week data colle
ction period, a total of 930 respondents completed and returned the survey \line
\up0 \expndtw0\charscalex100 (each received a 2\ul0\super\cf12\f13\fs21 nd\ul0\
nosupersub\cf6\f7\fs22 email reminder). Since there was no indication of any re
sponse bias, the \line \up0 \expndtw-2\charscalex100 analysis presented in this
paper is based on survey data collected from all the respondents. \par\pard\ql \
li5013\sb0\sl-253\slmult0 \par\pard\ql\li5013\sb233\sl-253\slmult0 \up0 \expndtw
-3\charscalex100 \ul0\nosupersub\cf5\f6\fs22 Analysis and Results \par\pard\ql \
li1440\sb0\sl-253\slmult0 \par\pard\ql\li1440\sb0\sl-253\slmult0 \par\pard\ql\li
1440\sb1\sl-253\slmult0 \up0 \expndtw-3\charscalex100 Sample Characteristics \pa
r\pard\qj \li1440\ri1262\sb23\sl-380\slmult0\fi720 \up0 \expndtw-1\charscalex100

\ul0\nosupersub\cf6\f7\fs22 General sample characteristics and demographics
are presented in Table 2 which \up0 \expndtw-2\charscalex100 shows that
the respondent pool is very diverse in terms of age, gender, annual ho
usehold \up0 \expndtw-3\charscalex100 income, and education level. \par\pard\ql
\li5385\sb0\sl-253\slmult0 \par\pard\ql\li5385\sb232\sl-253\slmult0 \up0 \expndt
w-3\charscalex100 [Insert Table 2] \par\pard\qj \li1440\sb0\sl-380\slmult0 \par\
pard\qj\li1440\ri1204\sb23\sl-380\slmult0\fi720 \up0 \expndtw0\charscalex104 Tab
le 3 shows a snapshot of travel frequency, the type of hotel room stayed in, an
d \line \up0 \expndtw-3\charscalex100 nightly room rate for the sample. A
majority of the respondents had traveled in the last 3 \par\pard\ql \l
i10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\l
i10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb158\sl-276\slmult0 \up0 \expndt
w-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 11 \par\pard\sect\sectd\fs24\paper
w12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg12}{\bkmkend Pg12}\par\pard\qj \
li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0 \par\pard\qj\li
1440\ri1267\sb347\sl-380\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\c
f6\f7\fs22 months, taken 1-3 trips during the last 12 months, and paid nightly r
oom rates between $40 and \line \up0 \expndtw-2\charscalex100 $100. \par\pard\ql
\li5385\sb0\sl-253\slmult0 \par\pard\ql\li5385\sb232\sl-253\slmult0 \up0 \expnd
tw-3\charscalex100 [Insert Table 3] \par\pard\qj \li1439\sb0\sl-377\slmult0 \par
\pard\qj\li1439\ri1204\sb28\sl-377\slmult0\fi720 \up0 \expndtw0\charscalex100 Th
e sample was divided into two segments based on the following classif
ication \up0 \expndtw0\charscalex100 scheme. Respondents who report that that
more than 50% of their trips requiring hotel stays \up0 \expndtw0\charscalex100
are business related are considered to be business travelers. A total of 169 res
pondents were \up0 \expndtw-3\charscalex100 classified as business travelers.
Respondents who report that more than 50% of their trips \up0 \expndtw
0\charscalex103 requiring hotel stays are leisure related are considered to be l
eisure travelers. A total of 691 \up0 \expndtw0\charscalex103 respondents were
classified as leisure travelers. Those respondents who were split equally, \up0
\expndtw-1\charscalex100 50% business and 50% leisure were categorized as busine
ss travelers. This resulted in a total \up0 \expndtw-3\charscalex100 of \up0 \
expndtw0\charscalex100 239 business travelers and 691 leisure travelers.
Next, we explain the results of the \up0 \expndtw-3\charscalex100 innovati
ve hotel choice experiment. \par\pard\ql \li1439\sb0\sl-253\slmult0 \par\pard\ql
6\fs22 Innovative Hotel Choice Modeling Results \par\pard\qj \li1439\ri1265\sb23
\sl-380\slmult0\fi720 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf6\f7\fs22
The primary analysis approach associated with DCA is the estimation of the multi
nomial \line \up0 \expndtw-3\charscalex100 logit \up0 \expndtw-1\charscalex100 (
MNL) models based on a maximum likelihood estimation technique (Ben-Aki
va and \line \up0 \expndtw-1\charscalex100 Lerman, 1991). Recall that each resp
ondent had to evaluate 8 choice sets, each containing two \line \up0 \expndtw0\c
harscalex100 descriptions of hotels along with the option of not choosing either
. Statistical details about MNL \line \up0 \expndtw-1\charscalex100 model estima
tion is described in extensive detail by Ben-Akiva and Lerman (1991) and Louvier
e \line \up0 \expndtw0\charscalex104 et al., (2001).\ul0\nosupersub\cf10\f11\fs
22 \ul0\nosupersub\cf6\f7\fs22 A more applied description of DCA and MNL model
estimation is provided in \line \up0 \expndtw0\charscalex100 Verma et al. (2002)
and Verma and Plaschka (2003).\ul0\nosupersub\cf10\f11\fs22 \ul0\nosupersub\cf
6\f7\fs22 Louviere et al. (2001)\ul0\nosupersub\cf10\f11\fs22 \ul0\nosupersub\c
f6\f7\fs22 and Ben-Akiva and \line \up0 \expndtw0\charscalex100 Lerman (1991) re
commend that when estimating MNL models, experimental variables can be \line \up
0 \expndtw0\charscalex100 \u8220?effects-coded\u8221? to accurately estimate
the relative impact on respondents\u8217? choices. The \line \up0 \expndt
w-2\charscalex100 estimated MNL model for this study was statistically significa
nt at the 5% level. \par\pard\qj \li1439\ri1205\sb1\sl-380\slmult0\fi720 \up0 \e
xpndtw0\charscalex100 Table 4 shows the relative impact of each experime
ntal attribute on hotel choice \line \up0 \expndtw-1\charscalex100 decisions
. Recall that we are only focusing on the innovative attributes that were includ
ed in the \line \up0 \expndtw0\charscalex100 original broader dataset. Therefo
re, all results presented ignore the non-innovative attributes \line \up0 \expnd
tw-1\charscalex100 that were also included in the study. The estimated beta weig
hts for the innovative attributes are \line \up0 \expndtw0\charscalex100 standar
dized to be between \u8220?zero\u8221? and \u8220?one\u8221? based on the highes
t and lowest part worth utility \line \up0 \expndtw0\charscalex100 of an attribu
te. By transforming the data linearly, it is easy to compare and contrast the im
pacts \line \up0 \expndtw-3\charscalex100 of each attribute to one another.
We estimated the relative main effect by subtracting the \line \up0 \e
xpndtw-3\charscalex100 highest and lowest beta weights for a given attribute (Lo
uviere, et.al., 2001). The main effects \par\pard\ql \li10560\sb0\sl-276\slmult0
\par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb54\sl-276\slmult
0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 12
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p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}}
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}
g13}{\bkmkend Pg13}\par\pard\qj \li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\s
b0\sl-380\slmult0 \par\pard\qj\li1440\ri1267\sb347\sl-380\slmult0 \up0 \expndtw0
\charscalex103 \ul0\nosupersub\cf6\f7\fs22 allow us to compare the overall impac
t of changing the levels of innovative attributes in hotel \up0 \expndtw-3\chars
calex100 choice against each other. \par\pard\ql \li5385\sb0\sl-253\slmult0 \par
\pard\ql\li5385\sb232\sl-253\slmult0 \up0 \expndtw-3\charscalex100 [Insert Table
4] \par\pard\qj \li1440\sb0\sl-376\slmult0 \par\pard\qj\li1440\ri1264\sb30\sl-3
76\slmult0\fi720 \up0 \expndtw0\charscalex100 The numerical results presented in
Table 4 are represented in Figures 1 through 4 to \line \up0 \expndtw0\chars
calex104 depict graphically the hotel choice patterns.
It is important to ree
mphasize that the results \line \up0 \expndtw-1\charscalex100 provided are deter
mined from the innovative constructs only; all other options were not included \
line \up0 \expndtw0\charscalex102 in the calculation of the estimated standardiz
ed beta weights. Figure 1 presents the relative \line \up0 \expndtw0\charscal
ex100 main effects of all experimental attributes and the relative impact of eac
h of the levels. Among \line \up0 \expndtw-2\charscalex100 these three constru
cts, \up0 \expndtw-2\charscalex100 \u8220?hotel type\u8221? accounts for \up0
\expndtw-1\charscalex100 61% of the relative weight, followed by \par\par
d\qj \li1440\ri1265\sb1\sl-380\slmult0 \up0 \expndtw0\charscalex100 \u8220?custo
mization\u8221? with a relative weight of 27%, and 12% from \u8220?technology.\u
8221? The main effect for \line \up0 \expndtw0\charscalex103 each attribute was
determined to give a more detailed insight into hotel choice criteria.
For \l
ine \up0 \expndtw0\charscalex100 example, within the \u8220?customization\u8221?

construct, the attributes with the smallest main effects are \line \up0 \expndt
w0\charscalex104 the option to customize room dcor and the option of flexible che
ck in/out.
In addition, the \line \up0 \expndtw0\charscalex100 availability
of internet reservations has a small overall effect in comparison to
the other \line \up0 \expndtw0\charscalex100 technological attributes.
A
larger main effect for type of hotel became apparent when \line \up0 \e
xpndtw-2\charscalex100 respondents were selecting a midrange to upscale hotel in
comparison to an economy hotel. \par\pard\ql \li5349\sb0\sl-253\slmult0 \par\pa
rd\ql\li5349\sb232\sl-253\slmult0 \up0 \expndtw-3\charscalex100 [Insert Figure 1
] \par\pard\qj \li1439\sb0\sl-380\slmult0 \par\pard\qj\li1439\ri1205\sb23\sl-380
\slmult0\fi720 \up0 \expndtw0\charscalex100 Figure 2 illustrates the relative i
mpact of each level of the \u8220?hotel type\u8221? attributes. For \line \up
0 \expndtw0\charscalex102 business travelers choosing an economy hotel, motels w
ere the most preferred type of hotel. \line \up0 \expndtw-2\charscalex100 While
those who were selecting a midrange to upscale hotel preferred standardized hote
l chains \line \up0 \expndtw0\charscalex102 with independently operated boutique
hotels following close behind. In comparison, the most \line \up0 \expndtw-3\ch
arscalex100 popular hotel type for leisure travelers selecting economy h
otels were boutique hotels.
In \line \up0 \expndtw0\charscalex100 addition
, leisure travelers choosing among upscale hotels most prefer boutique hotels op
erated \line \up0 \expndtw0\charscalex100 by a recognized chain. Overall, bout
ique hotels were a strongly preferred option across both \line \up0 \expndtw-3\c
harscalex100 customer segments. \par\pard\ql \li5349\sb0\sl-253\slmult0 \par\par
d\ql\li5349\sb232\sl-253\slmult0 \up0 \expndtw-3\charscalex100 [Insert Figure 2]
\par\pard\qj \li1439\sb0\sl-380\slmult0 \par\pard\qj\li1439\ri1266\sb23\sl-380\
slmult0\fi720 \up0 \expndtw0\charscalex100 The relative main effects for the \u
8220?technology\u8221? attributes are provided in Figure 3. For \line \up0 \e
xpndtw-1\charscalex100 business travelers, providing internet access has the lar
gest impact on hotel choice while for the \par\pard\ql \li10560\sb0\sl-276\slmul
t0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb54\sl-276\slmu
lt0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 13 \par\pard\sect\
sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg14}{\bkmkend Pg1
4}\par\pard\qj \li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0
\par\pard\qj\li1440\ri1202\sb347\sl-380\slmult0 \up0 \expndtw-1\charscalex100 \
ul0\nosupersub\cf6\f7\fs22 leisure traveler it is the availability of a business
center. While it may appear counterintuitive that \line \up0 \expndtw-1\charsca
lex100 leisure travelers\u8217? hotel choice is being influenced by a technologi
cal offering such as a business \line \up0 \expndtw-1\charscalex100 center, poss
ible reasons for this perceived anomaly are described below: First, recall that
these \line \up0 \expndtw0\charscalex102 reported main effects are relative comp
arisons to one another. A business center may be the \line \up0 \expndtw0\charsc
alex100 most preferred technological option, but when compared to other innovati
ons such as childcare \line \up0 \expndtw-1\charscalex100 and in-room kitchen am
enities it no longer has the largest impact. Second, leisure travelers may \line
\up0 \expndtw0\charscalex100 want a business center available to them because i
t provides benefits such as email checking, \line \up0 \expndtw0\charscalex103 c
opying, package delivery, and other facilities which a leisure traveler might al
so value. Both \line \up0 \expndtw-3\charscalex100 segments ranked the option
of booking hotel reservations via the internet as a low priority \li
ne \up0 \expndtw-4\charscalex100 probably because internet reservations are
no longer \up0 \expndtw-4\charscalex100 \u8220?order winners\u8221? but a
necessary \par\pard\qj \li1440\ri1264\sb0\sl-380\slmult0 \up0 \expndtw0\charscal
ex100 requirement. Furthermore, those respondents selecting amongst economy hote
ls, consistently \up0 \expndtw-1\charscalex100 weighted the availability of
technological innovations more heavily than when selecting a \up0 \expndt
w0\charscalex103 midrange or upscale hotel.
This would suggest that the hotel
choice of travelers staying at \up0 \expndtw0\charscalex100 economy hotels is
swayed more from offerings of technological service innovations than \
up0 \expndtw-3\charscalex100 travelers staying at midrange or upscale hotels. \p
ar\pard\ql \li5349\sb0\sl-253\slmult0 \par\pard\ql\li5349\sb213\sl-253\slmult0 \

up0 \expndtw-3\charscalex100 [Insert Figure 3] \par\pard\qj \li1440\sb0\sl-380\s
lmult0 \par\pard\qj\li1440\ri1264\sb23\sl-380\slmult0\fi720 \up0 \expndtw0\chars
calex102 Figure 4 illustrates the main effects for the \u8220?customization\u822
1? attributes. Across all hotel \up0 \expndtw0\charscalex100 and traveler type
s, available child care facilities, in-room kitchen facilities, and pet policies
have \up0 \expndtw-1\charscalex100 the largest impact on hotel choice. Respon
dents deciding on economy hotels placed a greater \up0 \expndtw0\charscalex105 e
mphasis on all the customized service options in comparison to the other types o
f hotels. \up0 \expndtw0\charscalex100 Once again, implying that travelers choos
ing among economy hotels make their choices based \up0 \expndtw-3\charscalex100
on the innovative offerings the hotels provide. \par\pard\ql \li5349\sb0\sl-253\
slmult0 \par\pard\ql\li5349\sb232\sl-253\slmult0 \up0 \expndtw-3\charscalex100 [
Insert Figure 4] \par\pard\qj \li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\ri1
203\sb23\sl-380\slmult0\fi720 \up0 \expndtw0\charscalex100 The results shown
in Figures 1 through 4 and Table 4 have both academic and \up0 \expnd
tw0\charscalex100 managerial implications.
First, the results present t
he tradeoffs made by hotel guests. \up0 \expndtw-3\charscalex100 Secondly,
by examining the tradeoffs made by hotel guests, in terms of innovat
ive service \up0 \expndtw-1\charscalex100 offerings, we are able to enhance the
design and development of a service concept. Lastly, by \up0 \expndtw-1\chars
calex100 pinpointing which innovative attributes have an impact on hotel choice;
managers will be able to \up0 \expndtw-1\charscalex100 judge how, operationally
, they should deliver such innovative services. \par\pard\ql \li10560\sb0\sl-276
\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276
\slmult0 \par\pard\ql\li10560\sb158\sl-276\slmult0 \up0 \expndtw-3\charscalex100
\ul0\nosupersub\cf8\f9\fs24 14
}
g15}{\bkmkend Pg15}\par\pard\ql \li4680\sb0\sl-253\slmult0 \par\pard\ql\li4680\s
lex100 \ul0\nosupersub\cf5\f6\fs22 Discussions and Conclusions \par\pard\qj \li1
439\sb0\sl-378\slmult0 \par\pard\qj\li1439\ri1205\sb26\sl-378\slmult0\fi720 \up0
\expndtw-1\charscalex100 \ul0\nosupersub\cf6\f7\fs22 Past research and anecdota
l evidence suggest that service innovation, in general, has a \line \up0 \expndt
w0\charscalex103 positive impact on customers\u8217? choice and can result in in
creased revenues for a firm. IBM\u8217?s \line \up0 \expndtw0\charscalex104 in
novative service program is just one example of the financial benefits that can
be realized \line \up0 \expndtw0\charscalex102 from implementing service inno
vation. Our study, demonstrates the impact of including \line \up0 \expnd
tw0\charscalex102 innovation within a hotel\u8217?s service concept. The type
of hotel has the largest impact for both \line \up0 \expndtw0\charscalex100 busi
ness and leisure travelers\u8217? hotel choices. We also find service innovati
on to have a larger \line \up0 \expndtw0\charscalex105 impact on guests who are
selecting economy hotels in comparison to midrange or upscale \line \up0 \expndt
w-2\charscalex100 hotels. Furthermore, innovative service amenities, such
as technological improvements and \line \up0 \expndtw-1\charscalex100 customi
zation features, have a stronger impact on leisure travelers\u8217? hotel choice
s in comparison \line \up0 \expndtw-1\charscalex100 to business travelers; wh
ile hotel type has a larger effect for business travelers\u8217? choic
es. \line \up0 \expndtw-1\charscalex100 Overall, we found across both customer s
egments that innovation does matter when selecting a \line \up0 \expndtw-2\chars
calex100 hotel. \par\pard\qj \li1439\ri1237\sb1\sl-380\slmult0\fi720 \up0 \expnd
tw0\charscalex102 Recalling the three broad categories of hotel innovation prese
nted in our study - hotel \up0 \expndtw-1\charscalex100 type, technology, and
customization - we can infer the following results. First, hotel type
\up0 \expndtw0\charscalex103 contributed to the majority of hotel choice.
In
particular, business travelers\u8217? decisions were \up0 \expndtw0\charscalex1
03 found to be guided more by hotel type when compared to leisure travelers; and
midrange to \up0 \expndtw-2\charscalex100 upscale hotel selection were infl
uenced more by hotel type than economy hotel selection. \up0 \expndtw0\c
harscalex103 Second, the technology option, specifically the booking of hotel re
servations via the Internet, \up0 \expndtw-1\charscalex100 has the smallest i
mpact on both business and leisure travelers\u8217? hotel choice.
Thi
rd, the \up0 \expndtw-1\charscalex100 customization construct\u8217?s greatest
impacts came from available child care, pet accommodation, \up0 \expndtw-2\chars
calex100 and the inclusion of in-room kitchen facilities. \par\pard\qj \li1439\r
i1265\sb1\sl-380\slmult0\fi720 \up0 \expndtw0\charscalex100 Within each construc
t, tradeoffs were apparent for both business and leisure travelers. \line \up0 \
expndtw0\charscalex100 First, hotel type contributed to a significant portion of
hotel guests\u8217? choices. The boutique hotel, \line \up0 \expndtw-1\charscal
ex100 the innovative option, stood out as a preferred choice among other more tr
aditional alternatives. \line \up0 \expndtw0\charscalex103 Independent boutique
hotels were the second most popular hotel type for business travelers \line \up0
\expndtw0\charscalex105 staying at midrange and upscale hotels and it is the mo
st popular type for leisure travelers \line \up0 \expndtw-1\charscalex100 stayin
g at economy hotels. Also, leisure travelers selecting from upscale hotels pre
fer boutique \line \up0 \expndtw0\charscalex100 hotels operated by a recognized
chain more than the other hotel options. A recognized chain \line \up0 \expndt
w-1\charscalex100 boutique hotel was a secondary preference for leisure traveler
s selecting from mid-range hotels. \line \up0 \expndtw0\charscalex102 Second, b
usiness travelers, across all hotel types, are more greatly influenced
by the \line \up0 \expndtw-1\charscalex100 technological offering of in-room I
nternet access. The availability of a business center was next \line \up0 \exp
ndtw-1\charscalex100 in priority, followed by internet booking reservations. In
contrast, leisure travelers, across all \par\pard\ql \li10560\sb0\sl-276\slmult0
0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 15 \par\pard\sect\se
ctd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg16}{\bkmkend Pg16}
\par\pard\qj \li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0 \
par\pard\qj\li1440\ri1265\sb347\sl-380\slmult0 \up0 \expndtw0\charscalex100 \ul0
\nosupersub\cf6\f7\fs22 hotel types, are more greatly guided by the presence of
a business center, followed by in-room \up0 \expndtw0\charscalex100 internet ac
cess. Once again the smallest impact emanated from the internet reserv
ation \up0 \expndtw0\charscalex100 bookings option. Lastly, the preferred custom
ization options included service offerings such as \up0 \expndtw0\charscalex100
on-site child care, pet friendly policies, and in-room kitchen facilities rather
than flexible check \up0 \expndtw0\charscalex100 in/out and customized room dcor
. By examining the tradeoffs made by hotel guests, we are \up0 \expndtw0\chars
calex103 able to gain a better understanding of what types of innovative service
offerings determine a \up0 \expndtw-3\charscalex100 traveler\u8217?s hotel choi
ce. \par\pard\qj \li1440\ri1205\sb1\sl-380\slmult0\fi720 \up0 \expndtw-3\charsca
lex100 The customer tradeoffs we have identified play an important role
in the design and \line \up0 \expndtw0\charscalex100 development of a hotel
\u8217?s service concept. We have to remember that a service concept acts \lin
e \up0 \expndtw0\charscalex100 always as a mediator between the \up0 \expnd
tw0\charscalex100 \u8220?what,\u8221? customer needs, and the \up0 \expndtw1\charscalex100 \u8220?how,\u8221? operational \par\pard\qj \li1440\ri1265\sb0\
sl-380\slmult0 \up0 \expndtw-1\charscalex100 capabilities of service design must
be aligned. Additionally the study emphasizes the \u8220?what\u8221? for \lin

e \up0 \expndtw-2\charscalex100 the service concept but does not specifica
lly test the \up0 \expndtw-2\charscalex100 \u8220?how.\u8221?
However, a
thorough \par\pard\qj \li1440\ri1202\sb0\sl-380\slmult0 \up0 \expndtw-1\charsca
lex100 understanding of customers\u8217? desires will allow experienced managers
to more easily infer which \line \up0 \expndtw-2\charscalex100 operational capa
bilities are necessary to implement such innovations. For example, the popular
\line \up0 \expndtw0\charscalex103 hotel type option of a boutique hotel conjur
es up such operational questions as: What layout \line \up0 \expndtw0\charscalex
104 and facility changes would be necessary? What staff training would need to b
e conducted? \line \up0 \expndtw0\charscalex103 What service amenities would be
needed to constitute a boutique hotel to would be guests? \line \up0 \expndtw-1\
charscalex100 Another example, in-room internet access, brings forth oper
ational issues such as: What \line \up0 \expndtw-1\charscalex100 infrastruct
ure costs are incurred from adding technological services? What price level woul
d the \line \up0 \expndtw-1\charscalex100 hotel need to charge for the access or
can it be complimentary? Would managers need to hire \line \up0 \expndtw-3\ch
arscalex100 information technology staff for dealing with Internet-related
problems? Or would managers \line \up0 \expndtw0\charscalex102 need to trai
n the current staff to handle such problems?
Similarly a flexible checking op
tion \line \up0 \expndtw-1\charscalex100 might require implementation of a more
complex hotel reservation and labor scheduling system. \line \up0 \expndtw0\char
scalex100 Therefore, while we have not statistically tested the influence of inn
ovative service offerings on \line \up0 \expndtw-3\charscalex100 operational st
rategy formulation, we are still able to make inferences regarding ope
rational \line \up0 \expndtw-3\charscalex100 issues which might arise from imple
menting various service innovations. \par\pard\qj \li1440\ri1205\sb0\sl-380\slmu
lt0\fi720 \up0 \expndtw-1\charscalex100 Numerous managerial implications can be
drawn from our study. First and foremost, our \line \up0 \expndtw-1\charscalex10
0 study assists hotel managers in understanding what service innovations might h
ave the greatest \line \up0 \expndtw0\charscalex102 impact on potential guest
s\u8217? choices.
This understanding will enhance the design and \lin
e \up0 \expndtw0\charscalex100 development of hotel service. In addition, it wil
l focus manager\u8217?s efforts around the innovations \line \up0 \expndtw0\char
scalex100 which are most important to guests. Through the provision of
customer choice patterns, \line \up0 \expndtw-3\charscalex100 managers will
be more adept at improving their operational planning and decision ma
king. \line \up0 \expndtw-1\charscalex100 Ultimately, the end result will b
e a better devised operational strategy formulation that is \line \up0 \
expndtw-1\charscalex100 sensitive to the preferences of customers. Furthermore,
the results presented in this paper can \par\pard\ql \li10560\sb0\sl-276\slmult0
0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 16 \par\pard\sect\se
ctd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg17}{\bkmkend Pg17}
\par\pard\qj \li1440\sb0\sl-380\slmult0 \par\pard\qj\li1440\sb0\sl-380\slmult0 \
par\pard\qj\li1440\ri1225\sb347\sl-380\slmult0 \up0 \expndtw0\charscalex102 \ul0
\nosupersub\cf6\f7\fs22 be used to develop a decision-support model which can as
sist in conducting \u8220?what-if\u8221? type of \up0 \expndtw-2\charscalex100 a
nalyses. The managers can evaluate the relative values and willingness
to pay for each \up0 \expndtw0\charscalex104 proposed service innovations pr
ior to making huge investment of money and effort (see for \up0 \expndtw-3\char
scalex100 example Verma, Thompson and Louviere (1999)). \par\pard\qj \li1440\ri1
204\sb2\sl-378\slmult0\fi720 \up0 \expndtw0\charscalex100 While our study provid
es a detailed outlook of the tradeoffs made by hotel travelers and \line \up0 \e
xpndtw0\charscalex103 the design and development of a hotel\u8217?s servi
ce concept, there are limitations in our \line \up0 \expndtw0\charscalex10
0 conclusions. For example, as in most studies, our data represents only one sna
p-shot in time. \line \up0 \expndtw0\charscalex103 This limits our ability to dr
aw conclusions on the long-term impact of service innovations. In \line \up0 \
expndtw0\charscalex103 order to address this issue, a longitudinal study would b
e required to track and compare the \line \up0 \expndtw0\charscalex103 impact of

guests\u8217? choices over time. Also, our data are limited to the hotel indu
stry and one \line \up0 \expndtw0\charscalex100 geographic market, the United St
ates, which presents issues concerning the generalizability of \line \up0 \expnd
tw-2\charscalex100 the results. Studying hotels in a variety of countrie
s, for example would undoubtedly yield \line \up0 \expndtw0\charscalex100 d
ifferent service preference results. Thus, cross-cultural, horizontal and vertic
al industry sector \line \up0 \expndtw0\charscalex100 studies would enhance the
generalizability of the results. Despite the inherent limitations of our \line \
up0 \expndtw0\charscalex105 study, we have presented a solid first examination o
f the impact service innovation has on \line \up0 \expndtw-3\charscalex100 custo
mer\u8217?s choices and the operational issues which arise from impleme
nting such service \line \up0 \expndtw-4\charscalex100 innovations. \par\pard\
qj \li1440\ri1263\sb1\sl-380\slmult0\fi720 \up0 \expndtw0\charscalex100 In summa
ry this article offers both academic and managerial contributions through the \l
ine \up0 \expndtw-2\charscalex100 examination of innovative service tradeoffs ma
de by hotel guests. Our goal was to contribute to \line \up0 \expndtw0\charsca
lex103 the service management literature by presenting an innovative-spec
ific industry sector \line \up0 \expndtw0\charscalex102 perspective when it co
mes to adding new services into the core service concept.
We also \line \up
0 \expndtw0\charscalex100 presented a managerial tool for hotel managers
to utilize when deciding which service \line \up0 \expndtw0\charscalex100 i
nnovations to implement. Finally the results can be used in formulating an opera
tional strategy \line \up0 \expndtw0\charscalex100 which aligns with hotel g
uests\u8217? values and preferences.
By understanding the service \lin
e \up0 \expndtw0\charscalex102 innovation tradeoffs made by customers, a service
concept can be designed more effectively \line \up0 \expndtw-2\charscalex100 yi
elding into a firm\u8217?s much more profitable and sustainable operational stra
tegy. \par\pard\ql \li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\s
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674a92af888d9ac4568c1544d3ba70508c63171b249a57696aeedb01ff00ebc7af7a28a2b94fa00a
28a2800a28a2800a28a2803fffd9}}}}}\pard\sb0\sl-240{\bkmkstart Pg18}{\bkmkend Pg18
}\par\pard\ql \li4658\sb0\sl-253\slmult0 \par\pard\ql\li4658\sb0\sl-253\slmult0
ar\pard\ql\li4658\sb199\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupe
rsub\cf5\f6\fs22 Diagram 1: Service Concept \par\pard\ql \li4113\sb0\sl-207\slmu
lt0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult
0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0
ar\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par
\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\p
ard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\par
d\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\
\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\l
i4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4
3\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\
sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb
0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\
sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl
-207\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-2
07\slmult0 \par\pard\ql\li4113\sb0\sl-207\slmult0 \par\pard\ql\li4113\sb0\sl-207
\slmult0 \par\pard\ql\li4113\sb33\sl-207\slmult0 \up0 \expndtw-2\charscalex100 \
ul0\nosupersub\cf13\f14\fs18 Source: Goldstein, Johnston, Duffy, and Rao 2002 \p
ar\pard\ql \li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \
par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \
par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb212\sl-276\slmult0
\up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 18 \par\pard\sect\sec
td\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg19}{\bkmkend Pg19}\
par\pard\ql \li3160\sb0\sl-253\slmult0 \par\pard\ql\li3160\sb0\sl-253\slmult0 \p
ar\pard\ql\li3160\sb0\sl-253\slmult0 \par\pard\ql\li3160\sb0\sl-253\slmult0 \par
\pard\ql\li3160\sb199\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupers
ub\cf5\f6\fs22 Table 1: Experimental Constructs, Attributes, and Levels \par\par
d\li1474\sb0\sl-172\slmult0\par\pard\li1474\sb0\sl-172\slmult0\par\pard\li1474\s
b171\sl-172\slmult0\fi0\tx2606\tx4371 \up0 \expndtw-2\charscalex100 \ul0\nosuper
sub\cf14\f15\fs15 Constructs\tab \up0 \expndtw-2\charscalex100 Attributes\tab \u
p0 \expndtw-2\charscalex100 Levels\par\pard\li1474\sb24\sl-172\slmult0\fi0\tx260
2\tx4367 \up0 \expndtw-2\charscalex100 Hotel Type\tab \up0 \expndtw-1\charscalex

100 \ul0\nosupersub\cf15\f16\fs12 Economy Hotel\tab \up0 \expndtw-1\charscalex10
0 \ul0\nosupersub\cf16\f17\fs12 (1) Motel\par\pard\ql \li4367\sb21\sl-138\slmult
0 \up0 \expndtw-1\charscalex100 (2) Bed & breakfast inn \par\pard\ql \li4367\sb4
2\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (3) Boutique hotel \par\pard\ql \
li4367\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (4) Standardized hotel
affiliated/operated by recognized chain \par\pard\li2602\sb83\sl-138\slmult0\fi0
\tx4367 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf15\f16\fs12 Midrange Hot
el\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf16\f17\fs12 (1) Bed & bre
akfast inn\par\pard\ql \li4367\sb41\sl-138\slmult0 \up0 \expndtw-1\charscalex100
(2) Independent boutique hotel \par\pard\ql \li4367\sb42\sl-138\slmult0 \up0 \e
xpndtw-1\charscalex100 (3) Standardized hotel affiliated/operated by recognized
chain \par\pard\ql \li4367\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (4)
Boutique hotel operated by recognized chain \par\pard\li2602\sb70\sl-138\slmult
0\fi0\tx4367 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf15\f16\fs12 Upscale
Hotel\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf16\f17\fs12 (1) Indep
endent boutique hotel\par\pard\ql \li4367\sb34\sl-138\slmult0 \up0 \expndtw-1\ch
arscalex100 (2) Standardized hotel affiliated/operated by recognized chain \par\
pard\ql \li4367\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (3) Boutique h
otel operated by recognized chain \par\pard\ql \li4367\sb42\sl-138\slmult0 \up0
\expndtw-1\charscalex100 (4) Convention style hotel \par\pard\li1474\sb37\sl-172
\slmult0\fi0\tx2602\tx4367 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f1
5\fs15 Technology\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf15\f16\fs1
2 Internet Access in Room\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf16
\f17\fs12 (1) Not available\par\pard\ql \li4367\sb34\sl-138\slmult0 \up0 \expndt
w-1\charscalex100 (2) Available for $10/day \par\pard\ql \li4367\sb42\sl-138\slm
ult0 \up0 \expndtw-1\charscalex100 (3) Available for $5/day \par\pard\ql \li4367
\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (4) Available for free \par\p
ard\li2602\sb71\sl-138\slmult0\fi0\tx4367 \up0 \expndtw-2\charscalex100 \ul0\nos
upersub\cf15\f16\fs12 Business Center\tab \up0 \expndtw-2\charscalex100 \ul0\nos
upersub\cf16\f17\fs12 (1) Not available\par\pard\ql \li4367\sb33\sl-138\slmult0
\up0 \expndtw-1\charscalex100 (2) A centrally located business center \par\pard\
ql \li4367\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (3) Multiple busine
ss kiosks located throughout the facilities \par\pard\ql \li4367\sb42\sl-138\slm
ult0 \up0 \expndtw-1\charscalex100 (4) Mini-busines center (printer, fax, etc.)
available in room \par\pard\li2602\sb77\sl-138\slmult0\fi0\tx4367 \up0 \expndtw1\charscalex100 \ul0\nosupersub\cf15\f16\fs12 Internet Reservation\tab \up0 \exp
ndtw-1\charscalex100 \ul0\nosupersub\cf16\f17\fs12 (1) No\par\pard\ql \li4367\sb
27\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (2) Yes \par\pard\li1474\sb42\sl
-172\slmult0\fi0\tx2602\tx4367 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1
4\f15\fs15 Customization\tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf15\
f16\fs12 Pet Policy\tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\f
s12 (1) No Pets\par\pard\ql \li4367\sb29\sl-138\slmult0 \up0 \expndtw-1\charsc
alex100 (2) Small Pets \par\pard\li2602\sb73\sl-138\slmult0\fi0\tx4367 \up0 \exp
ndtw-1\charscalex100 \ul0\nosupersub\cf15\f16\fs12 Flexible Check In\tab \up0 \e
xpndtw-1\charscalex100 \ul0\nosupersub\cf16\f17\fs12 (1) No\par\pard\ql \li4367\
sb31\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (2) Yes \par\pard\li2602\sb77\
sl-138\slmult0\fi0\tx4367 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf15\f16
\fs12 Room Customization\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf16\
f17\fs12 (1) No\par\pard\ql \li4367\sb27\sl-138\slmult0 \up0 \expndtw-1\charscal
ex100 (2) Yes \par\pard\li2602\sb80\sl-138\slmult0\fi0\tx4367 \up0 \expndtw-1\ch
arscalex100 \ul0\nosupersub\cf15\f16\fs12 Childcare\tab \up0 \expndtw-1\charscal
ex100 \ul0\nosupersub\cf16\f17\fs12 (1) Not available\par\pard\ql \li4367\sb24\s
l-138\slmult0 \up0 \expndtw-1\charscalex100 (2) In-room nanny facility at extra
charge \par\pard\ql \li4367\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (3
) In-room nanny facility + kids club (6-12 yrs) at extra charge \par\pard\ql \li
4367\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (4) In-room nanny facilit
y + kids club (6-12 yrs) + day care (6 mo. or older) at extra charge \par\pard\l
i2602\sb86\sl-138\slmult0\fi0\tx4367 \up0 \expndtw-3\charscalex100 \ul0\nosupers
ub\cf15\f16\fs12 Kitchen\tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf16\
f17\fs12 (1) Available\par\pard\ql \li4367\sb38\sl-138\slmult0 \up0 \expndtw-1

\charscalex100 (2) Coffee-maker available at no extra charge \par\pard\ql \li436
7\sb42\sl-138\slmult0 \up0 \expndtw-1\charscalex100 (3) Coffee-maker available a
t no extra charge + small microwave + fridge + available at extra change \par\pa
rd\qj \li4367\ri2494\sb8\sl-180\slmult0 \up0 \expndtw-1\charscalex100 (4) Coffee
-maker available at no extra charge + small microwave + fridge + available at ex
tra change; \up0 \expndtw-1\charscalex100 & selected units available with with f
ull kitchenette at extra charge \par\pard\ql \li10560\sb0\sl-276\slmult0 \par\pa
rd\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pa
rd\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb41\sl-276\slmult0 \up0 \
expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 19
}
}}
}
}}
}
}}
{\shp {\*\shpinst\shpleft1461\shptop2198\shpright10075\shpbottom2219\shpfhdr0\sh
pbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz249\shplid3

}
}}
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}}
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}}
}
}}
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}}

}
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}}
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}
}}
}
}}

}
}}
}
}}
}
}}
}
}}
}
}}

}
}}
}
}}
}
}}
}
}}
}
}}

}
lex100 \ul0\nosupersub\cf5\f6\fs22 Table 2: Demographic Characteristics \par\par
7\tx8266 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf17\f18\fs18 Characteris
tics\tab \up0 \expndtw-2\charscalex100 Total Sample (930)\tab \up0 \expndtw-2\ch
arscalex100 Business Segment (239)\tab \up0 \expndtw-2\charscalex100 Leisure Seg
ment (691)\par\pard\li1484\sb40\sl-207\slmult0\fi0 \up0 \expndtw-2\charscalex100
Age\par\pard\li1484\sb22\sl-207\slmult0\fi1377\tx5353\tx7672\tx9874 \up0 \expnd
tw-2\charscalex100 \ul0\nosupersub\cf18\f19\fs18 18 to 34 years\tab \up0 \expndt
w-2\charscalex100 21.1%\tab \up0 \expndtw-2\charscalex100 20.1%\tab \up0 \expndt
w-2\charscalex100 21.4%\par\pard\li1484\sb21\sl-207\slmult0\fi1377\tx5353\tx7672
\tx9874 \up0 \expndtw-2\charscalex100 35 to 54 years\tab \up0 \expndtw-2\charsca
lex100 52.7%\tab \up0 \expndtw-2\charscalex100 64.9%\tab \up0 \expndtw-2\charsca
lex100 48.6%\par\pard\li1484\sb17\sl-207\slmult0\fi1731\tx5354\tx7673\tx9875 \up
0 \expndtw-2\charscalex100 55+ years\tab \up0 \expndtw-2\charscalex100 26.2%\tab
\up0 \expndtw-2\charscalex100 15.1%\tab \up0 \expndtw-2\charscalex100 30.0%\par
\pard\li1484\sb39\sl-207\slmult0\fi0 \up0 \expndtw-2\charscalex100 \ul0\nosupers
ub\cf17\f18\fs18 Gender\par\pard\li1484\sb21\sl-207\slmult0\fi2141\tx5354\tx7673
\tx9875 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf18\f19\fs18 Male\tab \up
0 \expndtw-2\charscalex100 49.6%\tab \up0 \expndtw-2\charscalex100 66.5%\tab \up
0 \expndtw-2\charscalex100 43.8%\par\pard\li1484\sb18\sl-207\slmult0\fi1922\tx53
53\tx7672\tx9874 \up0 \expndtw-2\charscalex100 Female\tab \up0 \expndtw-2\charsc
alex100 50.4%\tab \up0 \expndtw-2\charscalex100 33.5%\tab \up0 \expndtw-2\charsc
alex100 56.2%\par\pard\li1484\sb39\sl-207\slmult0\fi0 \up0 \expndtw-2\charscalex
100 \ul0\nosupersub\cf17\f18\fs18 Income\par\pard\li1484\sb22\sl-207\slmult0\fi1
322\tx5354\tx7775\tx9874 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf18\f19\
fs18 Under $25,000\tab \up0 \expndtw-2\charscalex100 12.5%\tab \up0 \expndtw-2\c
harscalex100 8.1%\tab \up0 \expndtw-2\charscalex100 14.0%\par\pard\li1484\sb21\s
l-207\slmult0\fi956\tx5355\tx7674\tx9875 \up0 \expndtw-2\charscalex100 $25,001 t
o $75,000\tab \up0 \expndtw-2\charscalex100 61.1%\tab \up0 \expndtw-2\charscalex
100 54.5%\tab \up0 \expndtw-2\charscalex100 63.5%\par\pard\li1484\sb22\sl-207\sl
mult0\fi854\tx5355\tx7674\tx9875 \up0 \expndtw-2\charscalex100 $75,001 to $125,0
00\tab \up0 \expndtw-2\charscalex100 19.3%\tab \up0 \expndtw-2\charscalex100 23.
9%\tab \up0 \expndtw-2\charscalex100 17.6%\par\pard\li1484\sb18\sl-207\slmult0\f
i1322\tx5456\tx7673\tx9977 \up0 \expndtw-2\charscalex100 Over $125,001\tab \up0
\expndtw-2\charscalex100 7.2%\tab \up0 \expndtw-2\charscalex100 13.5%\tab \up0 \
expndtw-2\charscalex100 4.9%\par\pard\li1484\sb38\sl-207\slmult0\fi0 \up0 \expnd
tw-2\charscalex100 \ul0\nosupersub\cf17\f18\fs18 Education\par\pard\li1484\sb22\
sl-207\slmult0\fi891\tx5354\tx7775\tx9874 \up0 \expndtw-2\charscalex100 \ul0\nos
upersub\cf18\f19\fs18 High School or Less\tab \up0 \expndtw-2\charscalex100 18.7
%\tab \up0 \expndtw-2\charscalex100 9.7%\tab \up0 \expndtw-2\charscalex100 21.8%
\par\pard\li1484\sb22\sl-207\slmult0\fi1382\tx5354\tx7673\tx9874 \up0 \expndtw-2
\charscalex100 Some College\tab \up0 \expndtw-2\charscalex100 39.5%\tab \up0 \ex
pndtw-2\charscalex100 31.9%\tab \up0 \expndtw-2\charscalex100 42.1%\par\pard\li1
484\sb21\sl-207\slmult0\fi1917\tx5354\tx7673\tx9874 \up0 \expndtw-2\charscalex10
0 College\tab \up0 \expndtw-2\charscalex100 24.5%\tab \up0 \expndtw-2\charscalex
mult0\fi1760\tx5355\tx7674\tx9875 \up0 \expndtw-2\charscalex100 College +\tab \u
p0 \expndtw-2\charscalex100 17.4%\tab \up0 \expndtw-2\charscalex100 24.4%\tab \u
p0 \expndtw-2\charscalex100 14.9%\par\pard\ql \li10560\sb0\sl-276\slmult0 \par\p
ard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\p

ard\ql\li10560\sb176\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersu
b\cf8\f9\fs24 20
}
}}
}
}}
}
}}
}

}}
}
}}
}
}}
}
}}
}
}}
}

}}
}
}}
}
}}
}
}}
}
}}
}

}}
}
lex100 \ul0\nosupersub\cf5\f6\fs22 Table 3: Traveling Characteristics \par\pard\
li1484\sb0\sl-207\slmult0\par\pard\li1484\sb61\sl-207\slmult0\fi0\tx4094\tx5947\
tx8265 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf19\f20\fs18 Characteristi
cs\tab \up0 \expndtw-2\charscalex100 Total Sample (930)\tab \up0 \expndtw-2\char
scalex100 Business Segment (239)\tab \up0 \expndtw-2\charscalex100 Leisure Segme
nt (691)\par\pard\li1484\sb41\sl-207\slmult0\fi0 \up0 \expndtw-2\charscalex100 M
ost Recent Hotel Stay\par\pard\li1484\sb23\sl-207\slmult0\fi810\tx5354\tx7673\tx
9875 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf20\f21\fs18 Within the last
month\tab \up0 \expndtw-2\charscalex100 23.0%\tab \up0 \expndtw-2\charscalex100
35.1%\tab \up0 \expndtw-2\charscalex100 18.8%\par\pard\li1484\sb21\sl-207\slmul
t0\fi206\tx5354\tx7673\tx9874 \up0 \expndtw-2\charscalex100 Within the last 1 to
3 months\tab \up0 \expndtw-2\charscalex100 31.0%\tab \up0 \expndtw-2\charscalex
mult0\fi206\tx5354\tx7673\tx9874 \up0 \expndtw-2\charscalex100 Within the last 4
to 6 months\tab \up0 \expndtw-2\charscalex100 27.7%\tab \up0 \expndtw-2\charsca
lex100 25.5%\tab \up0 \expndtw-2\charscalex100 28.5%\par\pard\li1484\sb18\sl-207
\slmult0\fi104\tx5353\tx7672\tx9874 \up0 \expndtw-2\charscalex100 Within the las
t 7 to 12 months\tab \up0 \expndtw-2\charscalex100 18.3%\tab \up0 \expndtw-2\cha
rscalex100 11.3%\tab \up0 \expndtw-2\charscalex100 20.7%\par\pard\li1484\sb36\sl
-207\slmult0\fi0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf19\f20\fs18 Fre
quency of Hotel Stays\par\pard\li1484\sb24\sl-207\slmult0\fi1679\tx5355\tx7674\t
x9876 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf20\f21\fs18 1 to 3 trips\t
ab \up0 \expndtw-2\charscalex100 63.1%\tab \up0 \expndtw-2\charscalex100 42.3%\t
ab \up0 \expndtw-2\charscalex100 70.3%\par\pard\li1484\sb22\sl-207\slmult0\fi167
9\tx5355\tx7674\tx9876 \up0 \expndtw-2\charscalex100 4 to 6 trips\tab \up0 \expn
dtw-2\charscalex100 24.2%\tab \up0 \expndtw-2\charscalex100 23.4%\tab \up0 \expn
dtw-2\charscalex100 24.5%\par\pard\li1484\sb21\sl-207\slmult0\fi1577\tx5457\tx76
75\tx9978 \up0 \expndtw-2\charscalex100 7 to 10 trips\tab \up0 \expndtw-2\charsc
alex100 7.2%\tab \up0 \expndtw-2\charscalex100 17.2%\tab \up0 \expndtw-2\charsca
lex100 3.8%\par\pard\li1484\sb22\sl-207\slmult0\fi1475\tx5457\tx7777\tx9978 \up0
\expndtw-2\charscalex100 11 to 20 trips\tab \up0 \expndtw-2\charscalex100 2.5%\
tab \up0 \expndtw-2\charscalex100 7.1%\tab \up0 \expndtw-2\charscalex100 0.9%\pa
r\pard\li1484\sb18\sl-207\slmult0\fi1245\tx5456\tx7674\tx9978 \up0 \expndtw-2\ch
arscalex100 20 or more trips\tab \up0 \expndtw-2\charscalex100 3.0%\tab \up0 \ex
pndtw-2\charscalex100 10.0%\tab \up0 \expndtw-2\charscalex100 0.6%\par\pard\li14
84\sb36\sl-207\slmult0\fi0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf19\f2
0\fs18 Type of Hotel Room\par\pard\li1484\sb24\sl-207\slmult0\fi1246\tx5353\tx76
72\tx9874 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf20\f21\fs18 Standard R
oom\tab \up0 \expndtw-2\charscalex100 78.7%\tab \up0 \expndtw-2\charscalex100 71
.3%\tab \up0 \expndtw-2\charscalex100 81.3%\par\pard\li1484\sb22\sl-207\slmult0\
fi2121\tx5354\tx7673\tx9874 \up0 \expndtw-2\charscalex100 Suite\tab \up0 \expndt
w-2\charscalex100 17.9%\tab \up0 \expndtw-2\charscalex100 25.7%\tab \up0 \expndt

w-2\charscalex100 15.3%\par\pard\li1484\sb17\sl-207\slmult0\fi2077\tx5456\tx7776
\tx9977 \up0 \expndtw-2\charscalex100 Other\tab \up0 \expndtw-2\charscalex100 3.
4%\tab \up0 \expndtw-2\charscalex100 3.0%\tab \up0 \expndtw-2\charscalex100 3.5%
\par\pard\li1484\sb37\sl-207\slmult0\fi0 \up0 \expndtw-2\charscalex100 \ul0\nosu
persub\cf19\f20\fs18 Cost of Nightly Stay\par\pard\li2866\sb23\sl-207\slmult0\fi
0\tx5354\tx7673\tx9874 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf20\f21\fs
18 Less than $60\tab \up0 \expndtw-2\charscalex100 32.0%\tab \up0 \expndtw-2\cha
rscalex100 26.4%\tab \up0 \expndtw-2\charscalex100 33.9%\par\pard\li2866\sb22\sl
-207\slmult0\fi187\tx5353\tx7672\tx9874 \up0 \expndtw-2\charscalex100 $61 to $10
0\tab \up0 \expndtw-2\charscalex100 42.4%\tab \up0 \expndtw-2\charscalex100 42.7
%\tab \up0 \expndtw-2\charscalex100 42.3%\par\pard\li2866\sb21\sl-207\slmult0\fi
84\tx5353\tx7672\tx9874 \up0 \expndtw-2\charscalex100 $101 to $150\tab \up0 \exp
ndtw-2\charscalex100 17.1%\tab \up0 \expndtw-2\charscalex100 20.7%\tab \up0 \exp
ndtw-2\charscalex100 15.8%\par\pard\li2866\sb23\sl-207\slmult0\fi84\tx5456\tx777
5\tx9977 \up0 \expndtw-2\charscalex100 $151 to $200\tab \up0 \expndtw-2\charscal
ex100 4.8%\tab \up0 \expndtw-2\charscalex100 6.6%\tab \up0 \expndtw-2\charscalex
100 4.1%\par\pard\li2866\sb17\sl-207\slmult0\fi57\tx5456\tx7775\tx9976 \up0 \exp
ndtw-2\charscalex100 $201 or more\tab \up0 \expndtw-2\charscalex100 3.8%\tab \up
0 \expndtw-2\charscalex100 3.5%\tab \up0 \expndtw-2\charscalex100 3.8%\par\pard\
ql \li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard
\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard
\ql\li10560\sb88\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf
8\f9\fs24 21
}
}}
}
}}
}
}}
}
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}
}}
}
}}
}
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}}
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}}
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}
lex100 \ul0\nosupersub\cf5\f6\fs22 Table 4: Relative Impact and Relative Main Ef
fects \par\pard\li1471\sb0\sl-126\slmult0\par\pard\li1471\sb0\sl-126\slmult0\par
\pard\li1471\sb22\sl-126\slmult0\fi5591\tx8883 \up0 \expndtw-1\charscalex100 \ul
0\nosupersub\cf21\f22\fs11 Business Traveler\tab \up0 \expndtw-1\charscalex100 L
eisure Traveler\par\pard\li1471\sb40\sl-126\slmult0\fi0\tx2351\tx3646\tx7126\tx8
116\tx8945\tx9904 \up0 \expndtw-1\charscalex100 Constructs\tab \up0 \expndtw-1\c
harscalex100 Attributes\tab \up0 \expndtw-1\charscalex100 Levels\tab \up0 \expnd
tw-1\charscalex100 Relative Impact\tab \up0 \expndtw-1\charscalex100 Main Effect
s\tab \up0 \expndtw-1\charscalex100 Relative Impact\tab \up0 \expndtw-1\charscal
ex100 Main Effects\par\pard\li1471\sb43\sl-126\slmult0\fi0\tx2352\tx3646\tx7432\
tx8342\tx9251\tx10128 \up0 \expndtw-1\charscalex100 Hotel Type\tab \up0 \expndtw
-1\charscalex100 Economy Hotel\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub
\cf22\f23\fs11 (1) Motel\tab \up0 \expndtw-1\charscalex100 0.82\tab \up0 \expndt
w-1\charscalex100 0.57\tab \up0 \expndtw-1\charscalex100 0.57\tab \up0 \expndtw1\charscalex100 0.42\par\pard\li3646\sb29\sl-126\slmult0\fi0\tx7432\tx9252 \up0
\expndtw-1\charscalex100 (2) Bed & breakfast inn\tab \up0 \expndtw-1\charscalex1
00 0.29\tab \up0 \expndtw-1\charscalex100 0.51\par\pard\li3646\sb30\sl-126\slmul
t0\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (3) Boutique hotel\tab \up0 \
expndtw-1\charscalex100 0.25\tab \up0 \expndtw-1\charscalex100 0.84\par\pard\li3
646\sb30\sl-126\slmult0\fi0\tx7434\tx9252 \up0 \expndtw-1\charscalex100 (4) Stan
dardized hotel affiliated/operated by recognized chain\tab \up0 \expndtw-1\chars
calex100 0.69\tab \up0 \expndtw-1\charscalex100 0.42\par\pard\li2352\sb0\sl-126\

slmult0\par\pard\li2352\sb59\sl-126\slmult0\fi0\tx3646\tx7432\tx8342\tx9251\tx10
128 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs11 Midrange Hotel\t
ab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf22\f23\fs11 (1) Bed & breakfa
st inn\tab \up0 \expndtw-1\charscalex100 0.00\tab \up0 \expndtw-1\charscalex100
1.00\tab \up0 \expndtw-1\charscalex100 0.00\tab \up0 \expndtw-1\charscalex100 0.
98\par\pard\li3646\sb28\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw-1\charsca
lex100 (2) Independent boutique hotel\tab \up0 \expndtw-1\charscalex100 0.77\tab
\up0 \expndtw-1\charscalex100 0.58\par\pard\li3646\sb30\sl-126\slmult0\fi0\tx74
34\tx9252 \up0 \expndtw-1\charscalex100 (3) Standardized hotel affiliated/operat
ed by recognized chain\tab \up0 \expndtw-1\charscalex100 1.00\tab \up0 \expndtw1\charscalex100 0.98\par\pard\li3646\sb30\sl-126\slmult0\fi0\tx7432\tx9251 \up0
\expndtw-1\charscalex100 (4) Boutique hotel operated by recognized chain\tab \up
0 \expndtw-1\charscalex100 0.28\tab \up0 \expndtw-1\charscalex100 0.77\par\pard\
li2352\sb0\sl-126\slmult0\par\pard\li2352\sb58\sl-126\slmult0\fi0\tx3646\tx7432\
tx8342\tx9251\tx10127 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs1
1 Upscale Hotel\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf22\f23\fs11
(1) Independent boutique hotel\tab \up0 \expndtw-1\charscalex100 0.67\tab \up0 \
expndtw-1\charscalex100 0.89\tab \up0 \expndtw-1\charscalex100 0.23\tab \up0 \ex
pndtw-1\charscalex100 0.77\par\pard\li1471\sb30\sl-126\slmult0\fi2175\tx7434\tx9
252 \up0 \expndtw-1\charscalex100 (2) Standardized hotel affiliated/operated by
recognized chain\tab \up0 \expndtw-1\charscalex100 0.94\tab \up0 \expndtw-1\char
scalex100 0.60\par\pard\li1471\sb29\sl-126\slmult0\fi2175\tx7432\tx9251 \up0 \ex
pndtw-1\charscalex100 (3) Boutique hotel operated by recognized chain\tab \up0 \
expndtw-1\charscalex100 0.05\tab \up0 \expndtw-1\charscalex100 1.00\par\pard\li1
471\sb30\sl-126\slmult0\fi2175\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (4) C
onvention style hotel\tab \up0 \expndtw-1\charscalex100 0.39\tab \up0 \expndtw-1
\charscalex100 0.51\par\pard\li1471\sb0\sl-126\slmult0\par\pard\li1471\sb58\sl-1
26\slmult0\fi0\tx2352\tx3646\tx7432\tx8342\tx9251\tx10128 \up0 \expndtw-1\charsc
alex100 \ul0\nosupersub\cf21\f22\fs11 Technology\tab \up0 \expndtw-1\charscalex1
00 Internet Access\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf22\f23\fs
11 (1) Not available\tab \up0 \expndtw-1\charscalex100 0.58\tab \up0 \expndtw-1\
charscalex100 0.25\tab \up0 \expndtw-1\charscalex100 0.66\tab \up0 \expndtw-1\ch
arscalex100 0.15\par\pard\li3646\sb30\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \exp
ndtw-1\charscalex100 (2) Available for $10/day\tab \up0 \expndtw-1\charscalex100
0.43\tab \up0 \expndtw-1\charscalex100 0.52\par\pard\li3646\sb30\sl-126\slmult0
\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (3) Available for $5/day\tab \u
p0 \expndtw-1\charscalex100 0.40\tab \up0 \expndtw-1\charscalex100 0.51\par\pard
\li3646\sb28\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (4)
Available for free\tab \up0 \expndtw-1\charscalex100 0.65\tab \up0 \expndtw-1\ch
arscalex100 0.64\par\pard\li2352\sb0\sl-126\slmult0\par\pard\li2352\sb59\sl-126\
slmult0\fi0\tx3646\tx7432\tx8342\tx9251\tx10128 \up0 \expndtw-1\charscalex100 \u
l0\nosupersub\cf21\f22\fs11 Business Center\tab \up0 \expndtw-1\charscalex100 \u
l0\nosupersub\cf22\f23\fs11 (1) Not available\tab \up0 \expndtw-1\charscalex100
0.60\tab \up0 \expndtw-1\charscalex100 0.15\tab \up0 \expndtw-1\charscalex100 0.
48\tab \up0 \expndtw-1\charscalex100 0.22\par\pard\li3646\sb30\sl-126\slmult0\fi
0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (2) A centrally located business c
enter\tab \up0 \expndtw-1\charscalex100 0.45\tab \up0 \expndtw-1\charscalex100 0
.49\par\pard\li3646\sb30\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw-1\charsc
alex100 (3) Multiple business kiosks located throughout the facilities\tab \up0
\expndtw-1\charscalex100 0.47\tab \up0 \expndtw-1\charscalex100 0.70\par\pard\li
3646\sb29\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (4) Min
i-busines center (printer, fax, etc.) available in room\tab \up0 \expndtw-1\char
scalex100 0.53\tab \up0 \expndtw-1\charscalex100 0.65\par\pard\li2352\sb0\sl-126
\slmult0\par\pard\li2352\sb58\sl-126\slmult0\fi0\tx3646\tx7432\tx8342\tx9251\tx1
0127 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs11 Internet Reserv
ation\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf22\f23\fs11 (1) No\tab
\up0 \expndtw-1\charscalex100 0.48\tab \up0 \expndtw-1\charscalex100 0.07\tab \
up0 \expndtw-1\charscalex100 0.55\tab \up0 \expndtw-1\charscalex100 0.07\par\par
d\li3646\sb30\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (2)
Yes\tab \up0 \expndtw-1\charscalex100 0.55\tab \up0 \expndtw-1\charscalex100 0.

62\par\pard\li1471\sb0\sl-126\slmult0\par\pard\li1471\sb58\sl-126\slmult0\fi0\tx
2352\tx3646\tx7432\tx8342\tx9251\tx10127 \up0 \expndtw-2\charscalex100 \ul0\nosu
persub\cf21\f22\fs11 Customization\tab \up0 \expndtw-2\charscalex100 Pet Policy\
tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf22\f23\fs11 (1) No Pets\ta
b \up0 \expndtw-2\charscalex100 0.41\tab \up0 \expndtw-2\charscalex100 0.20\tab
\up0 \expndtw-2\charscalex100 0.43\tab \up0 \expndtw-2\charscalex100 0.31\par\pa
rd\li2352\sb30\sl-126\slmult0\fi1294\tx7432\tx9251 \up0 \expndtw-1\charscalex100
(2) Small Pets\tab \up0 \expndtw-1\charscalex100 0.61\tab \up0 \expndtw-1\chars
calex100 0.74\par\pard\li2352\sb0\sl-126\slmult0\par\pard\li2352\sb59\sl-126\slm
ult0\fi0\tx3646\tx7432\tx8342\tx9251\tx10127 \up0 \expndtw-1\charscalex100 \ul0\
nosupersub\cf21\f22\fs11 Flexible Check In\tab \up0 \expndtw-1\charscalex100 \ul
0\nosupersub\cf22\f23\fs11 (1) No\tab \up0 \expndtw-1\charscalex100 0.50\tab \up
0 \expndtw-1\charscalex100 0.13\tab \up0 \expndtw-1\charscalex100 0.49\tab \up0
\expndtw-1\charscalex100 0.18\par\pard\li2352\sb28\sl-126\slmult0\fi1294\tx7432\
tx9251 \up0 \expndtw-1\charscalex100 (2) Yes\tab \up0 \expndtw-1\charscalex100 0
.52\tab \up0 \expndtw-1\charscalex100 0.67\par\pard\li2352\sb0\sl-126\slmult0\pa
r\pard\li2352\sb59\sl-126\slmult0\fi0\tx3646\tx7432\tx8342\tx9251\tx10127 \up0 \
expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs11 Room Customization\tab \up
0 \expndtw-1\charscalex100 \ul0\nosupersub\cf22\f23\fs11 (1) No\tab \up0 \expndt
w-1\charscalex100 0.45\tab \up0 \expndtw-1\charscalex100 0.13\tab \up0 \expndtw1\charscalex100 0.60\tab \up0 \expndtw-1\charscalex100 0.03\par\pard\li2352\sb30
\sl-126\slmult0\fi1294\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (2) Yes\tab \
up0 \expndtw-1\charscalex100 0.58\tab \up0 \expndtw-1\charscalex100 0.57\par\par
2\tx8342\tx9251\tx10128 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\f
s11 Childcare\tab \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf22\f23\fs11 (1
) Not available\tab \up0 \expndtw-1\charscalex100 0.51\tab \up0 \expndtw-1\chars
calex100 0.25\tab \up0 \expndtw-1\charscalex100 0.64\tab \up0 \expndtw-1\charsca
lex100 0.40\par\pard\li3646\sb29\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw1\charscalex100 (2) In-room nanny facility at extra charge\tab \up0 \expndtw-1\c
harscalex100 0.67\tab \up0 \expndtw-1\charscalex100 0.32\par\pard\li3646\sb30\sl
-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (3) In-room nanny f
acility + kids club (6-12 yrs) at extra charge\tab \up0 \expndtw-1\charscalex100
0.45\tab \up0 \expndtw-1\charscalex100 0.66\par\pard\li3646\sb29\sl-126\slmult0
\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (4) In-room nanny facility + ki
ds club (6-12 yrs) + day care\tab \up0 \expndtw-1\charscalex100 0.42\tab \up0 \e
xpndtw-1\charscalex100 0.72\par\pard\li3646\sb30\sl-126\slmult0\fi0 \up0 \expndt
w-1\charscalex100 (6 mo. or older) at extra charge\par\pard\li2352\sb0\sl-126\sl
mult0\par\pard\li2352\sb59\sl-126\slmult0\fi0\tx3646\tx7433\tx8342\tx9251\tx1012
8 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf21\f22\fs11 Kitchen\tab \up0 \
expndtw-2\charscalex100 \ul0\nosupersub\cf22\f23\fs11 (1) Available\tab \up0 \
expndtw-2\charscalex100 0.56\tab \up0 \expndtw-2\charscalex100 0.10\tab \up0 \ex
pndtw-2\charscalex100 0.35\tab \up0 \expndtw-2\charscalex100 0.37\par\pard\li364
6\sb28\sl-126\slmult0\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (2) Coffee
-maker available at no extra charge\tab \up0 \expndtw-1\charscalex100 0.55\tab \
up0 \expndtw-1\charscalex100 0.72\par\pard\li3646\sb30\sl-126\slmult0\fi0\tx7432
\tx9251 \up0 \expndtw-1\charscalex100 (3) Coffee-maker available at no extra cha
rge + small microwave\tab \up0 \expndtw-1\charscalex100 0.47\tab \up0 \expndtw-1
\charscalex100 0.62\par\pard\ql \li3679\sb23\sl-126\slmult0 \up0 \expndtw-1\char
scalex100 + fridge + available at extra change \par\pard\li3646\sb37\sl-126\slmu
lt0\fi0\tx7432\tx9251 \up0 \expndtw-1\charscalex100 (4) Coffee-maker available a
t no extra charge + small microwave\tab \up0 \expndtw-1\charscalex100 0.48\tab \
up0 \expndtw-1\charscalex100 0.64\par\pard\qj \li3646\ri5851\sb0\sl-160\slmult0\
fi32 \up0 \expndtw-1\charscalex100 fridge + available at extra; & selected units
available \up0 \expndtw-1\charscalex100 with full kitchenette at extra charge \
par\pard\ql \li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0
\par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0
0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 22
}
}}
{\shp {\*\shpinst\shpleft10599\shptop2129\shpright10620\shpbottom10029\shpfhdr0\
shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz272\shplid1
}
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{\shp {\*\shpinst\shpleft1460\shptop10009\shpright10620\shpbottom10029\shpfhdr0\
shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz278\shplid4

}
lex100 \ul0\nosupersub\cf5\f6\fs22 Figure 1: Relative Main Effects of Constructs
and Determinant Attributes \par\pard\ql \li4245\sb0\sl-180\slmult0 \par\pard\ql
\li4245\sb0\sl-180\slmult0 \par\pard\ql\li4245\sb0\sl-180\slmult0 \par\pard\ql\l
i4245\sb0\sl-180\slmult0 \par\pard\ql\li4245\sb0\sl-180\slmult0 \par\pard\ql\li4
sb0\sl-180\slmult0 \par\pard\ql\li4245\ri3627\sb148\sl-180\slmult0\tx4499 \up0 \
expndtw-3\charscalex100 \ul0\nosupersub\cf23\f24\fs15 Customiza-\line\tab \up0 \
expndtw-3\charscalex100 tion \par\pard\ql \li4468\sb27\sl-172\slmult0 \up0 \expn
dtw-1\charscalex100 27% \par\pard\ql \li7420\sb0\sl-200\slmult0 \par\pard\ql\li7
sb0\sl-200\slmult0 \par\pard\ql\li7420\ri3981\sb5\sl-200\slmult0\tx7633 \up0 \ex
pndtw-2\charscalex100 Hotel Type \line\tab \up0 \expndtw-2\charscalex100 61% \pa
r\pard\ql \li4065\sb0\sl-135\slmult0 \up0 \expndtw0\charscalex100 Technology \pa
r\pard\ql \li4309\sb9\sl-172\slmult0 \up0 \expndtw-1\charscalex100 12% \par\pard
\li4902\sb0\sl-172\slmult0 \par\pard\ql\li4902\sb109\sl-172\slmult0 \up0 \expndt
w-3\charscalex100 \ul0\nosupersub\cf24\f25\fs16 Business Traveler
Leisure Tra
veler \par\pard\ql \li4457\sb0\sl-103\slmult0 \par\pard\ql\li4457\sb0\sl-103\slm
ult0 \par\pard\ql\li4457\sb0\sl-103\slmult0 \par\pard\ql\li4457\sb77\sl-103\slmu
lt0 \up0 \expndtw0\charscalex102 \ul0\nosupersub\cf25\f26\fs10 Kitc hen \par\par
d\ql \li4373\sb0\sl-103\slmult0 \par\pard\ql\li4373\sb0\sl-103\slmult0 \par\pard
\ql\li4373\sb32\sl-103\slmult0 \up0 \expndtw0\charscalex101 Childc are \par\pard
ql\li3881\sb32\sl-103\slmult0 \up0 \expndtw0\charscalex103 Room Customization \p
ar\pard\ql \li4037\sb0\sl-103\slmult0 \par\pard\ql\li4037\sb0\sl-103\slmult0 \pa
r\pard\ql\li4037\sb12\sl-103\slmult0 \up0 \expndtw0\charscalex100 Flexible Chec
k In \par\pard\ql \li4349\sb0\sl-103\slmult0 \par\pard\ql\li4349\sb0\sl-103\slmu
lt0 \par\pard\ql\li4349\sb32\sl-103\slmult0 \up0 \expndtw0\charscalex103 Pet Pol
ic y \par\pard\ql \li3869\sb0\sl-103\slmult0 \par\pard\ql\li3869\sb0\sl-103\slmu
lt0 \par\pard\ql\li3869\sb32\sl-103\slmult0 \up0 \expndtw0\charscalex107 Interne
t Reservation \par\pard\ql \li4061\sb0\sl-103\slmult0 \par\pard\ql\li4061\sb0\sl
-103\slmult0 \par\pard\ql\li4061\sb32\sl-103\slmult0 \up0 \expndtw0\charscalex10
5 Business Center \par\pard\ql \li3978\sb0\sl-81\slmult0 \par\pard\ql\li3978\ri3
708\sb34\sl-81\slmult0\tx4277 \up0 \expndtw0\charscalex101 Internet Ac c ess in
\line\tab \up0 \expndtw0\charscalex102 Room \par\pard\ql \li4169\sb0\sl-103\slmu
lt0 \par\pard\ql\li4169\sb78\sl-103\slmult0 \up0 \expndtw0\charscalex102 Upsc al
e Hotel \par\pard\ql \li4110\sb0\sl-103\slmult0 \par\pard\ql\li4110\sb0\sl-103\s
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lex100 \ul0\nosupersub\cf5\f6\fs22 Figure 2: Relative Impact of Hotel Type Attri
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lex100 \ul0\nosupersub\cf5\f6\fs22 Figure 3: Main Effects of Technology Attribut
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rscalex100 \ul0\nosupersub\cf9\f10\fs22 Cornell Hotel and Restaurant Administrat
ion Quarterly\ul0\nosupersub\cf6\f7\fs22 , Vol. 33, No. 3, pp. 68-73. \par\pard\
qj \li1440\sb0\sl-240\slmult0 \par\pard\qj\li1440\ri1265\sb40\sl-240\slmult0\tx2
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100 Verma, R., Iqbal, Z., & Plaschka, G. (2004) \u8220?Choice drivers and switch
ing inertia in e-financial \line\tab \up0 \expndtw-3\charscalex100 services\u822
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\f7\fs22 , Vol. 46, No. 4, pp. 43-68. \par\pard\li1440\sb0\sl-253\slmult0\par\pa
rd\li1440\sb5\sl-253\slmult0\fi0\tx4293\tx5098 \up0 \expndtw0\charscalex101 Verm
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ab \up0 \expndtw-2\charscalex100 \u8220?Effective design of\par\pard\li1440\
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pproach based on integration of marketing and operations\u8221?,\par\pard
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65-193.\par\pard\ql \li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\
slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\
slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb0\sl-276\
slmult0 \par\pard\ql\li10560\sb0\sl-276\slmult0 \par\pard\ql\li10560\sb81\sl-276
\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf8\f9\fs24 28 \par\pard\
sect\sectd\fs24}

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