The impact of supply chain practice on green hotel performance through internal, upstream, and downstream integration

The company builds communication and collaboration with suppliers and customers to increase competitiveness in the supply chain flow. The organization's ability to involve suppliers and customers in business activities to achieve efficiency and effectiveness is one of the objectives of supply chain practice. The distribution of questionnaires directly to hotel practitioners was 25 respondents, and 65 respondents obtained the distribution of google form links. The results showed that supply chain practices with supplier relationship management and quality information sharing activities could increase internal and upstream integration and not directly impact downstream integration. Internal integration with data integration activities accurately and coordination between functions on an ongoing basis can affect upstream and downstream integration and green hotel performance. Upstream integration and downstream integration with joint decision activities and planning synchronization with external parties can directly impact green hotel performance. They were increasing the market share and image of the hotel with the implementation of caring for the environment. This research contributes to hotel practitioners adopting practical supply chains in building internal and external integration to increase competitiveness and theoretical contribution to developing supply chain theory and green performance.

An Approach Combining DEA and ANN for Hotel Performance Evaluation

For a hotel to succeed in the long run, it becomes vital to achieve higher profits along with increased performance. The performance evaluation of a hotel can signify its sustainable competitiveness within the hospitality industry. This article performs a two-stage study that combines data envelopment analysis (DEA) and artificial neural network (ANN) to evaluate hotel performance. The first stage to evaluate the efficiency for hotels is by using the DEA technique. The input variables considered are the number of rooms and the ratings corresponding to six aspects of a hotel (service, room, value, location, sleep quality, and cleanliness). Also, revenue per available room (RevPAR) and customer satisfaction (CS) are the output variables. The distinguishing factor of this article is that it involves the use of EWOM for performance evaluation. In the second stage, the performance of the hotels is judged by using the ANN technique. The ANN results showed that the performance of the hotels is quite good. Finally, discussions based on the results and scope for future studies are provided.

Flexible Hotel Design: Rethinking Hotel Design to Address Short-Term Demand Fluctuations

<p><b>A hotel consists of two major components, the business operations and the physical property. These two components although distinctively different, are very much interdependent and affect the hotel’s ability to succeed. An understanding of this important duality is evident in the increasingly market driven nature of hotel design. More diverse and innovative new hotel concepts are constantly being developed based on the identification of gaps in hotel markets, or the creation of new market segments. However, the common perception of the hotel property as being a static and permanent entity remains the same. Despite the volatile and ever‐changing nature of hotel markets, shortterm demand fluctuations have always been one of the biggest concerns and topics of discussion for hotel management and marketing.</b></p> <p>While there has been plenty of research into the problems and implications that short‐term demand fluctuations have on hotel performance and profitability, common approaches to dealing with demand changes are very much restricted by the physical hotel design, and limited to strategic management and marketing tactics that are often inadequate to deal with the problem.</p> <p>This thesis identifies a gap in the knowledge between hotel design and short‐term demand fluctuations. Through research and design, it aims to bridge the gap by directing a design response targeted specifically at the nature of shortterm demand fluctuations. The outcome of this thesis is the design of a new hotel proposed for Wellington, New Zealand. The design demonstrates how particular flexible design interventions can allow the hotel property to be more responsive to short‐term demand fluctuations, and its potential to improve business performance and operating efficiency.</p>

Flexible Hotel Design: Rethinking Hotel Design to Address Short-Term Demand Fluctuations

<p><b>A hotel consists of two major components, the business operations and the physical property. These two components although distinctively different, are very much interdependent and affect the hotel’s ability to succeed. An understanding of this important duality is evident in the increasingly market driven nature of hotel design. More diverse and innovative new hotel concepts are constantly being developed based on the identification of gaps in hotel markets, or the creation of new market segments. However, the common perception of the hotel property as being a static and permanent entity remains the same. Despite the volatile and ever‐changing nature of hotel markets, shortterm demand fluctuations have always been one of the biggest concerns and topics of discussion for hotel management and marketing.</b></p> <p>While there has been plenty of research into the problems and implications that short‐term demand fluctuations have on hotel performance and profitability, common approaches to dealing with demand changes are very much restricted by the physical hotel design, and limited to strategic management and marketing tactics that are often inadequate to deal with the problem.</p> <p>This thesis identifies a gap in the knowledge between hotel design and short‐term demand fluctuations. Through research and design, it aims to bridge the gap by directing a design response targeted specifically at the nature of shortterm demand fluctuations. The outcome of this thesis is the design of a new hotel proposed for Wellington, New Zealand. The design demonstrates how particular flexible design interventions can allow the hotel property to be more responsive to short‐term demand fluctuations, and its potential to improve business performance and operating efficiency.</p>

Competitors or Complements: A Meta-analysis of the Effect of Airbnb on Hotel Performance

The rise of peer-to-peer accommodation has challenged the traditional hotel business model. A lingering question is the effect of Airbnb supply on hotel performance. By analyzing 466 estimates from 33 different studies, our results reveal that the negative effect of Airbnb supply on hotel performance is moderate. The meta-regression of effect size recognizes the significant effects of different factors on the strength of the negative effect. In particular, the negative effect is smaller for high-end (vs. low-end) hotels, and its magnitude is shrinking over time. Additionally, the detrimental effect is less pronounced for European (vs. Asian) hotels. The study also reports that negative effects are more common in research published in academic journals. The synthesis of the effects across existing studies contributes to a robust and comprehensive understanding of the impact of Airbnb supply on hotel performance.

Non-financial factors affecting the operational performance of hospitality companies: Evidence from Vietnam

Non-financial factors including quality of services, the flexibility of a company, utilization of resources, and market orientation are regarded as significant determinants that enhance the profitability-based performance of a service company or a hotel. The study investigated the interaction between these factors and hotel operating performance measured by the hospitality performance and results indicators. Data on 346 executives of Vietnam’s hospitality companies were collected. A structural equation modeling (SEM) method was utilized to examine the positive-direct and moderating effects of non-financial factors on hotel performance in terms of occupancy rate (OCR), average daily rate (ADR), and the revenue per available room (RevPAR). The findings showed that service quality ( = 0.118, p &amp;lt; 0.05), flexibility ( = 0.173, p &amp;lt; 0.05) and resource utilization (= 0.172, p &amp;lt; 0.05) positively affected the performance of Vietnam’s hospitality companies. Meanwhile, innovation showed no direct influence (p = 0.068) but an indirect impact on the performance through service quality ( = 0.311, p &amp;lt; 0.05). Market orientation did not impact the performance (p = 0.076) but it positively affected both innovation ( = 0.322, p &amp;lt; 0.05) and service quality ( = 0.146, p &amp;lt; 0.05). The study contributed to a theoretical enhancement of the current level of knowledge on the factors that affect the performance and developed a reliable scale for measuring the performance of hotels in Vietnam.