2011 Travel Industry Benchmarking:

Marketing ROI, Opportunities, and Challenges in Online and Social Media Channels for Destination and Marketing Firms
Cornell Hospitality Report
Vol. 11, No. 9, April 2011

by Rohit Verma, Ph.D., and Ken McGill

www.chr.cornell.edu

Advisory Board

Niklas Andren, Group Vice President Global Hospitality & Partner Marketing, Travelport GDS Raanan Ben-Zur, Chief Executive Officer, French Quarter Holdings, Inc. Scott Berman, Principal, Real Estate Business Advisory Services, Industry Leader, Hospitality & Leisure, PricewaterhouseCoopers Raymond Bickson, Managing Director and Chief Executive Officer, Taj Group of Hotels, Resorts, and Palaces Stephen C. Brandman, Co-Owner, Thompson Hotels, Inc. Raj Chandnani, Vice President, Director of Strategy, WATG Benjamin J. Patrick Denihan, Chief Executive Officer, Denihan Hospitality Group Brian Ferguson, Vice President, Supply Strategy and Analysis, Expedia North America Chuck Floyd, Chief Operating OfficerNorth America, Hyatt Gregg Gilman, Partner, Co-Chair, Employment Practices, Davis & Gilbert LLP Tim Gordon, Senior Vice President, Hotels, priceline.com Susan Helstab, EVP Corporate Marketing, Four Seasons Hotels and Resorts Jeffrey A. Horwitz, Chair, Lodging + Gaming, and Co-Head, Mergers + Acquisitions, Proskauer Kevin J. Jacobs, Senior Vice President, Corporate Strategy & Treasurer, Hilton Worldwide Kenneth Kahn, President/Owner, LRP Publications Kirk Kinsell, President of Europe, Middle East, and Africa, InterContinental Hotels Group Radhika Kulkarni, Ph.D., VP of Advanced Analytics R&D, SAS Institute Gerald Lawless, Executive Chairman, Jumeirah Group Mark V. Lomanno, CEO, Smith Travel Research Betsy MacDonald, Managing Director, HVS Global Hospitality Services David Meltzer, Senior Vice President, Global Business Development, Sabre Hospitality Solutions William F. Minnock III, Senior Vice President, Global Operations Deployment and Program Management, Marriott International, Inc. Mike Montanari, VP, Strategic Accounts, Sales - Sales Management, Schneider Electric North America Shane OFlaherty, President and CEO, Forbes Travel Guide Thomas Parham, Senior Vice President and General Manager, Philips Hospitality Americas Chris Proulx, CEO, eCornell & Executive Education Carolyn D. Richmond, Partner, Hospitality Practice, Fox Rothschild LLP Steve Russell, Chief People Officer, Senior VP, Human Resources, McDonalds USA Michele Sarkisian, Senior Vice President, Maritz Janice L. Schnabel, Managing Director and Gaming Practice Leader, Marshs Hospitality and Gaming Practice Trip Schneck, President and Co-Founder, TIG Global LLC Adam Weissenberg, Vice Chairman, and U.S. Tourism, Hospitality & Leisure Leader, Deloitte & Touche USA LLP

The Robert A. and Jan M. Beck Center at Cornell University Back cover photo by permission of The Cornellian and Jeff Wang.

Cornell Hospitality Reports, Vol. 11, No. 9 (April 2011) 2011 Cornell University Cornell Hospitality Report is produced for the benefit of the hospitality industry by The Center for Hospitality Research at Cornell University Rohit Verma, Executive Director Jennifer Macera, Associate Director Glenn Withiam, Director of Publications Center for Hospitality Research Cornell University School of Hotel Administration 489 Statler Hall Ithaca, NY 14853 Phone: 607-255-9780 Fax: 607-254-2922 www.chr.cornell.edu

Thank you to our generous Corporate Members Senior Partners

Hilton Worldwide McDonalds USA Philips Hospitality SAS STR Taj Hotels Resorts and Palaces TIG Global

Partners
Davis & Gilbert LLP Deloitte & Touche USA LLP Denihan Hospitality Group eCornell & Executive Education Expedia, Inc. Forbes Travel Guide Four Seasons Hotels and Resorts Fox Rothschild LLP French Quarter Holdings, Inc. HVS Hyatt InterContinental Hotels Group Jumeirah Group LRP Publications Marriott International, Inc. Marshs Hospitality Practice Maritz priceline.com PricewaterhouseCoopers Proskauer Sabre Hospitality Solutions Schneider Electric Thayer Lodging Group Thompson Hotels Travelport WATG

Friends
American Tescor, LLC Argyle Executive Forum Berkshire Healthcare Center for Advanced Retail Technology Cody Kramer Imports Cruise Industry News DK Shifflet & Associates ehotelier.com EyeforTravel 4Hoteliers.com Gerencia de Hoteles & Restaurantes Global Hospitality Resources Hospitality Financial and Technological Professionals hospitalityInside.com hospitalitynet.org Hospitality Technology Magazine Hotel Asia Pacific Hotel China HotelExecutive.com Hotel Interactive Hotel Resource International CHRIE International Hotel Conference International Society of Hospitality Consultants iPerceptions JDA Software Group, Inc. J.D. Power and Associates The Lodging Conference Lodging Hospitality Lodging Magazine LRA Worldwide, Inc. Milestone Internet Marketing MindFolio Mindshare Technologies PhoCusWright Inc. PKF Hospitality Research Resort and Recreation Magazine The Resort Trades RestaurantEdge.com Shibata Publishing Co. Synovate The TravelCom Network Travel + Hospitality Group UniFocus USA Today WageWatch, Inc. The Wall Street Journal WIWIH.COM Wyndham Green

2011 Travel Industry Benchmarking:

Marketing ROI, Opportunities, and Challenges in Online and Social Media Channels for Destination and Marketing Firms
by Rohit Verma and Ken McGill
ExECuTivE SuMMary

enior lodging and destination marketing executives often make vendor and marketing channel decisions without sufficient time to investigate the ROI of alternative strategies or emerging media choices. An internet-based survey of 426 marketing executives, drawn from the TravelCom 2011 conference and Cornell Center for Hospitality Research database, with support from Vantage Strategy and iPerceptions, found a wide range of expenditures on online marketing, as well as considerable diversity in organizational structures. Two-thirds of the sample comprised accommodation marketers, with the remainder being destination marketers or those responsible for other types of marketing. Nearly three-quarters of the respondents reported spending less than $10,000 on mobile media in 2010, about two thirds spent less than $10,000 on all social media marketing. About 80 percent of the marketers said that they produced Twitter campaigns and social promotions in-house, but such functions as search engine optimization and pay-per-click advertising are largely outsourced. Accommodation firms are more likely to outsource all social media functions, including pay-per-call, Twitter campaigns, and pay-per-click management. Destination marketers, on the other hand, generally handle more functions in-house. Two-thirds of the entire sample said the 2010 e-commerce budgets had increased with respect to 2009. Sixty percent of accommodation marketers anticipated a further increase in 2011, and 71 percent of the destination marketers said their 2011 budgets would increase.

The Center for Hospitality Research Cornell University

abouT ThE auThorS

rohit verma, Ph.D., is professor of operations management and executive director of the Center for Hospitality Research at the Cornell University School of Hotel Administration (rohit.verma@cornell.edu). Among his research interests are product-and-service design and innovation, customer choice modeling, and quality process improvement of supplier selection strategies. His work has appeared in such publications as MIT Sloan Management Review, Journal of Operations Management, and Cornell Hospitality Quarterly. Ken McGill is EVP of Research for Vantage Strategy (ken.mcgill@vantagestrategy. com). He directs Vantages Travel & Tourism Research division where he delivers insight and intelligence to DMOs and Travel & Tourism suppliers. Prior to Vantage, he was Executive Vice President for IHS Global Insight and head of its Travel & Tourism Practice. McGill directed both existing client relationships and spearheaded new development efforts, particularly in the functional areas of market research, economic impact assessment, and resource planning. In his 30 years in economic and strategic consulting, McGill has developed an expertise in research and planning methods that has been successfully applied to business problems in a variety of corporate and government settings. He is particularly known for his work in combining primary market research with traditional economic and industry analysis. A particular focus of McGills work has been in tourism economic impact assessment. Moreover, McGills expertise has often been called upon to estimate the economic impact of specific destinations, attractions, convention facilities, resort/hotel developments, events, and tourism policy decisions. The authors gratefully acknowledge the support of the TravelCom Conference and Vantage Strategy in conducting this study.

Cornell Hospitality Report April 2011 www.chr.cornell.edu

CornEll hoSpiTaliTy rEporT

2011 Travel Industry Benchmarking:

Marketing ROI, Opportunities, and Challenges in Online and Social Media Channels for Destination and Marketing Firms

by Rohit Verma and Ken McGill

A
6

s part of the planning for TravelCom 2011, conference organizers consulted the TravelCom advisory board members to identify their most pressing issues. These chief marketing officers and marketing executives identified the acceleration of online marketing forces as a common concern. The executives feel that they are being called on to make vendor and marketing channel decisions without sufficient time to investigate the ROI of alternative strategies or emerging media choices, as well as benchmarking what others are doing. Uncomfortable with ad hoc decision making, the executives requested a study that would establish benchmarks for organizational practices and decision making.

The Center for Hospitality Research Cornell University

Exhibit 1

Sample composition

Destination Marketing Executives

annual budget for marketing and e-commerce averaged $136,000 in 2010; two-thirds reported that this was an increase over 2009; seven of ten anticipated an increase in 2011

87 291

accommodation Marketing Executives

annual budget for marketing and e-commerce averaged $1,354,000 in 2010; twothirds reported that this was an increase over 2009; six of ten anticipated an increase in 2011

other Travelrelated Firms

48

Destination

Accomodation

Other

This study is the result of that expressed need. With the support of Vantage Strategy and iPerceptions, we developed a questionnaire that would allow us to assess the state of electronic marketingestablishing benchmarks and provide a comparison point for resources devoted to electronic marketing. We divided the survey questions into three overarching themes: (1) Information that places a firm into a competitive set; (2) How dollars are spent in the online marketing space (3) How resources are allocated We categorized the responses to the survey questions to assess different aspects of online marketing initiatives in the following areas Budget and resource allocation, Marketing and promotion , International strategy development, Commerce and conversion, Loyalty and reputation, Analysis and research, Challenges and future opportunities. We conducted the survey online during January and February 2011. Respondents were part of the CHR and Trav-

elCom databases of travel industry marketing executives. A total of 426 industry respondents completed the survey, and they were assured that no private or identifying information would be shared. The purpose of the study was only to create a public benchmark and allow private comparisons of the participants firms with those benchmarks.

Executive Profile
Sixty-eight percent of the respondents worked in accommodation firms, 20 percent were destination marketers, and the rest worked in a variety of travel-related firms (see Exhibit 1). The respondents reported a noticeable difference in average annual budgets for marketing and ecommerce. At $1.354 million, the average budget reported by marketers for accommodation firms was ten times the average for destination marketers, who reported an average of $136 thousand dollars. Both groups reported that the electronic marketing portion of those budgets was increasing year to year. The two types of organization also reported different structures for deploying members of the online marketing services team and the ecommerce team (see Exhibit 2).

Cornell Hospitality Report April 2011 www.chr.cornell.edu

Exhibit 2

online marketing services and e-commerce team placement

dEstinAtion Firms online Marketing Services
Marketing department 75% Sales department 4% eCommerce department 2% operations department 6%

AccommodAtion Firms online Marketing Services

87 291 48

eCommerce
Marketing department 51% Sales department 6% Web services department 11% operations department 12%

Marketing department 41% Sales department 17% eCommerce department 9% operations department 5%

eCommerce
Marketing department 33% revenue management department 40% Sales department 27% Web services department 5% operations department 3%

Exhibit 3

Destination

Accomodation

Other

online pricing strategy and distribution team placement

dEstinAtion Firms online pricing Strategy Team
Marketing department 25% Sales department 4% revenue management department 12% operations department 12%

AccommodAtion Firms online pricing Strategy Team

Marketing department 10% Sales department 18% revenue management department 54% operations department 5%

87

Distribution Strategy
Marketing department 53%

291 48

Distribution Strategy
Marketing department 14%

Three-quarters of the destination marketing organizations housed their online marketing team in the marketing department, but that was true of just 41 percent of the accommodation marketers. Instead, 17 percent of the online team was housed in the accommodation firms sales department, and another 9 percent in the ecommerce department. A similar relationship occurred for the ecommerce team. Just over half of the destination marketing firms put the ecommerce team in the marketing department, while that was true in only one-third of the accommodation firms. Instead, 40 percent of the accommodation firms made their

Destination

Accomodation

ecommerce teams part of the revenue management department, and another 17 percent were in the sales department. Looking specifically at the people who determine strategy for online pricing and distribution, we again see that the marketing department is foremost for destination marketing firms, but that is not true of accommodation firms (see Exhibit 3). Well over half of the accommodation firms (54%) put their pricing strategists in the revenue management department, with another 18 percent in sales. Just 10 percent of the accommodation firms had their pricing strategy function

Other

The Center for Hospitality Research Cornell University

Exhibit 4

Exhibit 5

online marketing and e-commerce budget allocation

60 50 40 30 20 10 0

Destination

Destination Firms Destination accommodation Firms Accomodation 60

ar

in et

ga

nd

o pr

n Destinationion tio rs mo rce me an d n co ve lt ya y

50 40 30 20 ch Accommodation 10 ion ar at se ut re ep d dr 0 an an ics

a ly na t

60 50 50 Accomodation 40 40 Destination 30 30 20 20 10 10 0
60

percentage allocation of staff time (average of 3.25 staff)

Destination Firms Destination Accomodat accommodation Firms Accomodation

Co

lo

ar

in et

ga

nd

o pr

t mo

Destinationn on o
i rce me an d n co r ve si lt ya ya n

Accomodation ch on
ep dr ut at i ly na tic sa s re nd ea r

Co

lo

Exhibit 6

online advertising budget for 2010

Over $1,000,000 $499,999 - $1,000,000 $250,000 - $499,999 $100,000 - $249,000 $50,000 - $99,999 $25,000 - $49,999 $10,000 - $24,999 Less than $10,000

Destination Firms Destination average $80,000

Accomodation

Destination

accommodation Firms average $60,000

Accomodation

10

20

30

40

Accomodation in marketing. For the destination marketers, 25 percent of firms put pricing strategy in marketing, and just 12 percent in the revenue management department. For distribution strategy, well over half of the destination firms housed distribution strategy in their marketing department, but that was true of only 14 percent of accommodation firms. In terms of budget allocations, marketing and promotion was by far the largest single online marketing and ecommerce category for both destination and accommodation firms (see Exhibit 4). Those expenditures were followed in order by commerce and conversion, loyalty and reputaCornell Hospitality Report April 2011 www.chr.cornell.edu

Destination tion, and analytics and research. The respondents reported similar percentage allocations of staff time (Exhibit 5). For the entire sample, the average number of staff members involved in online marketing and ecommerce was 3.25. The range of budgeted online advertising expenditures was remarkable, with some firms reporting budgets of less than $10,000 and others over $1 million (Exhibit 6). The budgets skewed toward the lower end of the range, however, as the average online advertising budget for accommodation firms was approximately $60,000, while for destination marketers the average was about $80,000. In
9

10 0

Exhibit 7

percentage budget for online media placement

More than 95% More then 95% 85 to 94% 85% to 94% 75 to 84% 75% to 84% 65 to 74% 65% to 74% 55 to 64% 55% to 64% 45 to 54% 35% to 44% 35 to 44% 35% to 44% Destination Firms Destination average ~40%

Accomodation

Destination

accommodation Firms average ~45%

Accomodation

25% to 34% 25 to 34% 11% to 24% 11 to 24% Less then 10% less than 10%

0
Exhibit 8

10

15 Destination
not sure 5%

20

25

Accomodation
not sure 5% one agency 27%

Source of online media and advertisement purchasing

one agency 21%

handled internally 40%

one agency handled internally 35% multiple agency handled internally not sure

on

mu

ha
Multiple agency 39%

no

Multiple agency 28% Destination Firms

terms of the percentage of the marketing budget, online media placement also varied widely (Exhibit 7). Although the average online budget allocations represented an average of 40 percent of destination firms marketing budget, seven of the 87 destination firms and 20 of the 216 accommodation marketers reported online budget allocations of less than 10 percent of the marketing expenditures. Two-thirds of the firms reported that they spend less

accommodation Firms
than $10,000 on social media, and three-quarters spend less than $10,000 on mobile media. The breakdown of purchasing channels for advertising in online media is similar for destination and accommodation firms (see Exhibit 8). While substantial percentages of firms handle purchases internally, many also use multiple agencies. A relatively small percentage use just one agency for online media buys. Looking more specifically at how these firms

10

The Center for Hospitality Research Cornell University

Exhibit 9

Solutions for online marketing: percentage in-house

Pay Per Click Management Search Engines Pay Per Call Ad Exchanges SMS/Text Messaging Link Building Branding Press Release Distribution Video Distribution Social Influence Twitter Campaigns 20
Exhibit 10

accommodation Firms Accommodation

Destination Firms Destination Destination

Accomo

60 50 40 30 20 10 0
30 40 50 60 70 80 90 100

Solutions for online marketing: percentage outsourced to specialized firms

Pay Per Call Branding Twitter Campaigns Affiliate Marketing Ad Placement SMS/Text Messaging Social Influence Video Distribution Search Engines Link Building Pay Per Click Management

Destination Firms Destination accommodation Firms

Accomo

0.0

20.0

40.0

60.0

80.0

100.

handle the many aspects of online marketing, we see that other perspective, accommodation firms are far more likely ACCOMODATION DESTINATION such matters as Twitter campaigns and social influence are than destination firms to retain specialized firms for online largely handled in house (see Exhibit 9). marketing campaigns (see Exhibit 10). Indeed, destination marketing firms are, in genThe difference in approaches shows up most noticeeral, more likely to handle all online marketing functions ably in pay-per-call, branding, Twitter campaigns, and in-house. On the other hand, pay-per-click management, affiliate marketing programs. Destination firms reported search engine management, and pay-per-call campaigns outsourcing these functions only 25 percent of the time, are quite frequently outsourced. Taking this issue from the while accommodation firms frequently outsource not only

Cornell Hospitality Report April 2011 www.chr.cornell.edu

11

Exhibit 11

30 20 10 0

20 10 0

implementation solutions: percentage in-house

Site Hosting Social Sites Mobile Apps Mobile Website Corporate Website

Destination

Destination Firms Destination Accomodatio accommodation Firms Accomodation

0
Exhibit 12

20 Accomodation

40

60 Destination

80

100

Content-management system
other 8%
Enterprise 18%

Open Source none 28% 8%

open source 28%

other Open 12% Source 29% none 8% open source

Enterprise 17%

open source 29%

enterprise
None 8% Other Custom 8% 38% Custom 38% Enterprise 18% None 8%

custom none
Custom 34%

Custom Other other 34% 12%

Enterprise 17%

Destination Firms
those functions, but also ad placement and social influence campaigns. The marketers were much more inclined to handle social media sites and corporate websites on their own than they were mobile apps and the mobile website, which were most typically outsourced (see Exhibit 11).

accommodation Firms
Again, destination marketers were slightly more likely than accommodation marketers to handle most of these functions on their own. The breakdown of sources for the content management system was similar for both destination marketers and accommodation firms: just under 30 percent were open source, not even 20 percent were enterprise systems, and over one-third were custom written (see Exhibit

12

The Center for Hospitality Research Cornell University

Exhibit 13

average development cycle

not sure50 7%

60 40 30 20 10 0
Every year 23% Every two years 34%

not sure 15% Every four + years 15%

Every two years 21%

Every year 10%

Every three years 30% Destination Firms Destination Firms

60 Every four + 50 years 6% 40Every two years 30Every year 20Every three years Every three years four+ 10Every 30% years 0Not sure

Ever

Ever

Ever Not

Ever

accommodation Firms accommodation Firms

Exhibit 14

percentage of accommodation and destination firms that...

use an Ad mgt system ...use an advertising management system provide eCommerce functionality ...provide e-commerce functionality sell advertising space ...sellladvertising space have internal staff forfor social media or reputation ...have internal staff social media/reputation mgt management provide online purchasing capabilities ...provide online purchase capability have social media strategy ...have asocial media strategy.

Destination

Destination Firms Destination Accomodatio accommodation Firms Accomodation

25

50

75

100

12). For most firms, the development cycle on these systems Exhibit 14). Responsibility for managing social media Accommodation Destination typically occupied two or three years (see Exhibit 13). resided overwhelmingly in the marketing and sales departThe two types of companies took relatively similar apment (58% of respondents), with a small percentage in pubproaches to social media policies and functionality, with one lic relations (15%), ecommerce (12%), or a smattering other exception. Destination firms were overwhelmingly more departments (15%). Asked which social media were most likely to sell advertising space on their sites than the accomeffective, the marketers rated Facebook at the top, followed modation firms were. As a result, the destination firms were by Twitter, YouTube, and LinkedIn (Exhibit 15, next page). somewhat more likely to maintain an advertising manageAccommodation firms were far more likely than destiment system. nation marketers to report that they maintain blogs. Fifty On the other hand, the accommodation firms were one percent of the accommodation firms reported blogging, more likely to provide online purchasing capabilities (see compared to just 31 percent of destination firms. The person

Cornell Hospitality Report April 2011 www.chr.cornell.edu

13

10 0

Exhibit 15

percentage of accommodation and destination firms providing a rating of very effective for social media sites

100 80 60 40 20 0

Destination

Destination Firms Destination Accomodation accommodation Firms Accomodation

Twitter

Facebook

MySpace

YouTube

LinkedIn

Foursquare

Exhibit 16

Destination
Unreliable Vendors Sign-Off Progress

Accommodation

Factors cited as frustrations in online marketing by accommodation and destination marketers (percentages)

Technology Limitations Implementation Speed Limited Market Knowledge No Strategic Plan Resource Limitations Budget Limitations

10

20

Gowalla

30

40

50

60

responsible for managing the blog was almost never the CEO or president. Instead, blogging fell primarily to the director of marketing, the social media or public relations staff, or in some cases external partners.

Frustrations
As shown in Exhibit 16, the marketers cited budget and resource limitations as their number-one issue. Other issues were the absence of a strategic plan, limited market knowl-

14

The Center for Hospitality Research Cornell University

Xanga
70

Hyves

Bebo

Ning

Orkut

Xing

Flickr

Hi5

edge, and issues with implementation speed and technology limitations. A few mentioned unreliable vendors.

Discussion
This survey shows an industry still in transition with regard to online marketing and electronic commerce. Based on their budget expenditures, its clear that some firms have jumped wholeheartedly into online commerce, while others are still testing the waters with relatively small expenditures. One note on the range of expenditures however, we did not normalize the budgets on a per-room basis, so it may be that a company that reported a relatively small budget expenditure in absolute dollars has actually committed a large percentage of funds in relation to its company size. That said, we were surprised to find such tiny budget allocations for online media. A substantial number of accommodation firms reported under $50,000 in annual expenditures, and a relatively large percentage of destination firms had allocated under $25,000. In this context, its worth underscoring the fact that respondents cited budget and resource limitations as their chief frustration. Technology and vendors are not standing in the way of online markeitng initiatives and strategies. Apparently, money is doing so. While it is true that much can be accomplished on the internet for free, its clear that several firms have determined that it makes sense to commit resources to develop a comprehensive electronic strategy, instead of a bootstrap approach.

Acknowledging the possibility of hurling money into the black void of the internet, it seems likely that the companies that have carefully committed resources will enjoy the rewards of a vibrant electronic distribution strategy.

Conclusion
Over time, we anticipate that both destination and accommodation marketing firms will focus specifically on where in their organization the online marketing services and strategy function will be housed. Part of that decision is a function of corporate culture, of course, but it may be that ecommerce will evolve to become a discipline of its own, as revenue management has done in the past few years. The key factor is to ensure that electronic marketing and sales strategies are congruent with the organizations overall marketing approaches. While online sales and commerce can only grow as time goes on, the fact remains that a substantial portion of the travel business is still sold via traditional distribution channels. Perhaps the key test for accommodation and destination businesses is managing the transition from traditional channels to electronic channels, especially since theres no guarantee of a gradual change from one to another. The history of the growth and development of social media has been one of discontinuity, and theres no reason to think that weve seen an end to new and unexpected communication channels. n

Cornell Hospitality Report April 2011 www.chr.cornell.edu

15

Cornell Center for Hospitality Research

Index
http://cqx.sagepub.com/

www.chr.cornell.edu
Cornell Hospitality Quarterly 2011 Reports
Vol 11 No 8 Search, OTAs, and Online Booking: An Expanded Analysis of the Billboard Effect, by Chris Anderson Ph.D. Vol. 11 No. 7 Online, Mobile, and Text Food Ordering in the U.S. Restaurant Industry, by Sheryl E. Kimes, Ph.D., and Philipp F. Laqu Vol. 11 No. 6 Hotel Guests Reactions to Guest Room Sustainability Initiatives, by Alex Susskind, Ph.D. and Rohit Verma, Ph.D. Vol. 11, No. 5 The Impact of Terrorism and Economic Shocks on U.S. Hotels, by Cathy A. Enz, Renta Kosov, and Mark Lomanno Vol. 11 No. 4 Implementing Human Resource Innovations: Three Success Stories from the Service Industry, by Justin Sun and Kate Walsh, Ph.D. Vol. 11 No. 3 Compendium 2011 Vol. 11 No. 2 Positioning a Place: Developing a Compelling Destination Brand, by Robert J. Kwortnik, Ph.D., and Ethan Hawkes, M.B.A. Vol. 11 No. 1 The Impact of Health Insurance on Employee Job Anxiety, Withdrawal Behaviors, and Task Performance, by Sean Way, Ph.D., Bill Carroll, Ph.D., Alex Susskind, Ph.D., and Joe C.Y. Leng

2011 Proceedings
Vol. 3, No. 4 Brave New World: Online Hotel Distribution, by Glenn Withiam Vol. 3, No. 3 Social Media and the Hospitality Industry: Holding the Tiger by the Tail, by Glenn Withiam Vol. 3 No. 2 The Challenge of Hotel and Restaurant Sustainability: Finding Profit in Being Green, by Glenn Withiam Vol. 3 No. 1 Cautious Optimism: CHRS Examines Hospitality Industry Trends, by Glenn Withiam

Vol. 10, No. 12 Cases in Innovative Practices in Hospitality and Related Services, Set 4, by Cathy A. Enz, Ph.D., Rohit Verma, Ph.D., Kate Walsh, Ph.D. Sheryl E. Kimes, Ph.D., and Judy A. Siguaw, D.B.A Vol. 10, No. 11 Whos Next? An Analysis of Lodging Industry Acquisitions, by Qingzhong Ma, Ph.D., and Peng Liu, Ph.D. Vol. 10, No. 10 Cases in Innovative Practices in Hospitality and Related Services, Set 3: Cayuga Sustainable Hospitality, Chic & Basic, JetBlue Airlines Jumeirah Essex House, The Ritz-Carlton Hotel Company, Runtriz, The Seaport Hotel, Thayer Lodging, TripTelevision, and Xsense Experiential Design Consulting, by Cathy A. Enz, Ph.D., Rohit Verma, Ph.D., Kate Walsh, Ph.D. Sheryl E. Kimes, Ph.D., and Judy A. Siguaw, D.B.A. Vol. 10, No. 9 Building Customer Loyalty: Ten Principles for Designing an Effective Customer Reward Program, by Michael McCall, Ph.D., Clay Voorhees, Ph.D., and Roger Calantone, Ph.D. Vol. 10, No. 8 Developing Measures for Environmental Sustainability in Hotels: An Exploratory Study, by Jie J. Zhang, Nitin Joglekar, Ph.D., and Rohit Verma, Ph.D. Vol. 10, No. 7 Successful Tactics for Surviving an Economic Downturn: Results of an International Study, by Sheryl E. Kimes, Ph.D. Vol. 10, No. 6 Integrating Self-service Kiosks in a Customer-service System, byTsz-Wai (Iris) Lui, Ph.D., and Gabriele Piccoli, Ph.D. Vol. 10, No. 5 Strategic Pricing in European Hotels, 20062009, by Cathy A. Enz, Ph.D., Linda Canina, Ph.D., and Mark Lomanno

2010 Reports
Vol. 10 No. 18 How Travelers Use Online and Social Media Channels to Make Hotel-choice Decisions, by Laura McCarthy, Debra Stock, and Rohit Verma, Ph.D. Vol. 10 No. 17 Public or Private? The Hospitality Investment Decision, by Qingzhong Ma, Ph.D. and Athena Wei Zhang, Ph.D. Vol. 10 No. 16 Best Practices in Search Engine Marketing and Optimization: The Case of the St. James Hotel, by Greg Bodenlcos, Victor Bogert, Dan Gordon, Carter Hearne, and Chris K. Anderson, Ph.D. Vol. 10 No. 15 The Impact of Prix Fixe Menu Price Formats on Guests Deal Perception, by Shuo Wang and Michael Lynn, Ph.D. Vol. 10 No. 14 The Future of Hotel Revenue Management, by Sheryl Kimes, Ph.D. Vol. 10 No. 13 Making the Most of Pricelines Name-Your-Own-Price Channel, by Chris Anderson, Ph.D., and Shijie Radium Yan

2011 Hospitality Tools

Vol. 2 No. 1 MegaTips 2: Twenty Tested Techniques for Increasing Your Tips, by Michael Lynn

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