CCoorrnneellll HHoossppiittaalliittyy RReeppoorrtt Environmental Manadgement Certification (ISO 14001): Effects on Hotel Guest Reviews by María-del-Val Segarra-Oña, Ph.D., Angel Peiró-Signes, Ph.D., Rohit Verma, Ph.D., José Mondéjar-Jiménez, Ph.D., and Manuel Vargas-Vargas, Ph.D. Vol. 14, No. 58 MFeabrrcuha 2ry0 124014 All CHR reports are available for free download, but may not be reposted, reproduced, or distributed without the express permission of the publisher Cornell Hospitality Report Vol. 14, No. 8 (March 2014) © 2014 Cornell University. This report may not be reproduced or distributed without the express permission of the publisher. Cornell Hospitality Report is produced for the benefit of the hospitality industry by The Center for Hospitality Research at Cornell University. Michael C. Sturman, Academic Director Carol Zhe, Program Manager Maria Montesano, Program Manager Glenn Withiam, Executive Editor Alfonso Gonzalez, Executive Director of Marketing and Communications Center for Hospitality Research Cornell University School of Hotel Administration 537 Statler Hall Ithaca, NY 14853 607-255-9780 Advisory Board chr. cornell.edu Jeffrey Alpaugh, Managing Director, Global Real Estate & Hospitality Gerald Lawless, Executive Chairman, Jumeirah Group Practice Leader, Marsh Christine Lee, Senior Director, U.S. Strategy, McDonald’s Corporation Marco Benvenuti, Cofounder, Chief Analytics and Product Officer, Duetto Mark V. Lomanno Scott Berman ‘84, Principal, Real Estate Business Advisory Services, Bharet Malhotra, Senior VP, Sales, CVENT Industry Leader, Hospitality & Leisure, PricewaterhouseCoopers David Meltzer MMH ‘96, Chief Commercial Officer, Sabre Hospitality Raymond Bickson, Managing Director and Chief Executive Officer, Taj Solutions Group of Hotels, Resorts, and Palaces Mike Montanari, VP, Strategic Accounts, Sales - Sales Management, Michael Cascone, President and Chief Operating Officer, Forbes Travel Schneider Electric North America Guide Mary Murphy-Hoye, Senior Principal Engineer (Intel’s Intelligent Systems Eric Danziger, President & CEO, Wyndham Hotel Group Group), Solution Architect (Retail Solutions Division), Intel Corporation Benjamin J. “Patrick” Denihan, Chief Executive Officer, Brian Payea, Head of Industry Relations, TripAdvisor Denihan Hospitality Group Kimberly Rath, Founder and Chairman, Talent Plus, Inc. Chuck Floyd, Chief Operating Officer–North America, Hyatt Umar Riaz, Managing Director – Hospitality, North American Lead, RJ Friedlander, CEO, ReviewPro Accenture Gregg Gilman, Partner, Co-Chair, Employment Practices, Davis & Carolyn D. Richmond, Partner, Hospitality Practice, Fox Rothschild LLP Gilbert LLP David Roberts, Senior Vice President, Consumer Insight and Revenue Susan Helstab, EVP Corporate Marketing, Strategy, Marriott International, Inc. Four Seasons Hotels and Resorts Susan Robertson, CAE, EVP of ASAE (501(c)6) & President of the ASAE Steve Hood, Senior Vice President of Research, STR Foundation (501(c)3), ASAE Foundation Jeffrey A. Horwitz, Chair, Lodging & Gaming Group and Head, Private Michele Sarkisian, President, P3 Advisors Equity Real Estate, Proskauer K. Vijayaraghavan, Chief Executive, Sathguru Management Consultants Kevin J. Jacobs ‘94, Executive Vice President & Chief Financial Officer, (P) Ltd. Hilton Worldwide Adam Weissenberg ‘85, Vice Chairman, US Travel, Hospitality, and Kirk Kinsell MPS ‘80, President, The Americas, InterContinental Hotels Leisure Leader, Deloitte & Touche USA LLP Group Rick Werber ‘82, Senior Vice President, Engineering and Sustainability, Mark Koehler, Senior Vice President, Hotels, priceline.com Development, Design, and Construction, Host Hotels & Resorts, Inc. Radhika Kulkarni, VP of Advanced Analytics R&D, Michelle Wohl, Vice President of Marketing, Revinate SAS Institute Jon Wright, President and Chief Executive Officer, Access Point Thank you to our generous Corporate Members Senior Partners Accenture ASAE Foundation Carlson Rezidor Hotel Group SAS STR Taj Hotels Resorts and Palaces Partners Access Point CVENT Davis & Gilbert LLP Deloitte & Touche USA LLP Denihan Hospitality Group Duetto Forbes Travel Guide Four Seasons Hotels and Resorts Fox Rothschild LLP Hilton Worldwide Host Hotels & Resorts, Inc. Hyatt Hotels Corporation Intel Corporation InterContinental Hotels Group Jumeirah Group LRP Publications Marriott International, Inc. McDonald’s USA priceline.com PricewaterhouseCoopers Proskauer ReviewPro Revinate Sabre Hospitality Solutions Sathguru Management Consultants (P) Ltd. Schneider Electric Talent Plus TripAdvisor Wyndham Hotel Group Friends Berkshire Healthcare • Center for Advanced Retail Technology • Cleverdis • Cruise Industry News • DK Shifflet & Associates • EyeforTravel • hospitalityInside.com • hospitalitynet.org • Hospitality Technology Magazine • HRH Group of Hotels Pvt. Ltd. • International CHRIE • iPerceptions • J.D. Power and Associates • The Leela Palaces, Hotels & Resorts • The Lemon Tree Hotel Company • Lodging Hospitality • Milestone Internet Marketing • MindFolio • Mindshare Technologies • The Park Hotels • PKF Hospitality Research • Questex Hospitality Group • RateGain • Sustainable Travel International • UniFocus • WIWIH.COM Environmental Management Certification (ISO 14001): Effects on Hotel Guest Reviews María-del-Val Segarra-Oña, Angel Peiró-Signes, Rohit Verma, José Mondéjar-Jiménez, and Manuel Vargas-Vargas ExECuTivE SuMMARy survey of guests at 6,850 hotels in Spain found that the guests gave higher satisfaction A ratings to hotels that held the ISO 14001 certification than to hotels without the certification. As an international standard aiming at development of effective environmental management systems, the ISO 14001 standard specifies a path for the continuous improvement and the control of a firm’s environmental performance. The study explored the differences in the overall customer ratings for the certified hotels overall and for several individual services and attributes, including housekeeping and overall comfort. Interestingly, the most significant differences were found between upscale 4-star hotels with and those without certification, while differences relating to certification in 5- and 3-star hotels were muted. While the study does not reveal causes for these findings, the implication is that the highest-end luxury hotels do not gain distinctive differentiation by having the ISO 14001 certification, while for 3-star hotels, guests’ price sensitivity apparently overrides environmental concerns. That said, the results imply that acquiring ISO 14001 certification may give upscale hotels a distinctive asset that leads them to a competitive advantage over similar non-certified properties. Moreover, ISO 14001 seems to contribute to the value creation by the hotels, based on their higher guest ratings. 4 The Center for Hospitality Research • Cornell University ABouT THE AuTHoRS Marival Segarra-oña, PhD, is an associate professor of Innovation and Competitiveness at the Business School at the Politechnic University of Valencia (Spain). She holds a PhD in management and BS degrees in industrial engineering and mechanical engineering. Prof. Segarra is also a Research Associate of the Center for Hospitality Research, CHR, Cornell University, and member of the Jury of the 40th Anniversary contest of Sustainable Innovations of the European Patent Office. Dr. Segarra teaches MBA classes at the Spanish Deloitte executive master since 2008 and has published several articles in prestigious journals as Cornell Hospitality Quarterly, Innovation: The European Journal of Social Science Research or Engineering Management Journal, among others. Angel Peiró-Signes, PhD, holds his doctorate in business and BS degrees in industrial engineering and mechanical engineering. Prof. Peiró is an assistant professor in Analytical Accounting and Strategic Management at the Business School at the Politechnic University of Valencia (Spain) and Research Associate of the Center for Hospitality Research at the Cornell University School of Hotel Administration. Before this, he worked at the Operations Management Area at companies such Bonduelle or Unilever. His research interests are eco-innovation and economic performance applied to industrial and service sectors. Dr. Peiró has published several research papers in Cornell Hospitality Quarterly, Marine Policy, and European Planning Studies, among others. Rohit verma, Ph.D., is a professor of service operations management at the Cornell School of Hotel Administration. He served as the executive director of the Cornell Center for Hospitality Research during 2009–2012 and is currently the director of the school’s Executive Master Program Development Project. Prior to joining the Cornell faculty, he was the George Eccles Professor of Management, David Eccles School of Business (DESB) at the University of Utah. He has also taught MBA and executive development classes at several universities around the world, including DePaul University, German Graduate School of Business and Law, Helsinki School of Economics, Indian School of Business, Norwegian School of Logistics, Nyenrode University, and University of Sydney. Verma has published over 50 articles in prestigious journals and serves on the editorial review boards of Production and Operations Management, Cornell Hospitality Quarterly, and Journal of Service Research. He has co-edited special issues of Cornell Hospitality Quarterly, Decision Sciences, Journal of Operations Management, and Journal of Service Management His is the co-author of Operations and Supply Chain Management for the 21st Century, and co-editor of Cornell School of Hotel Administration on Hospitality: Cutting Edge Thinking and Practice, a professional reference book that includes works of several of his colleagues at Cornell. José Mondéjar-Jiménez holds a European PhD in Economics and a Degree in Business Administration by the University of Castilla-La Mancha (Spain). He is an Associate Professor in Statistics and Dean of the Social Sciences School of Cuenca (University of Castilla-La Mancha). His research interest are regional analysis and tourism and environment Dr. Mondéjar has published more than 30 impact articles in prestigious journals as Environmental Engineering Management journal or The Service Industries Journal. Manuel vargas-vargas holds a PhD in Economics by University of Castilla-La Mancha and a Degree in Math and Science by the University of Granada. He is an Associate Professor of Statistics at the University of Castilla-La Mancha (Spain) and he is actually the coordinator of the Menéndez Pelayo International University (UIMP) in Cuenca. Dr. Vargas main areas of interests are applied economics, quantitative environmental methods, statistical analysis and tourism. Dr. Vargas has published several papers at journals as the International Journal of Environmental Research and The Service Industries Journal. Acknowledgments. The authors would like to thank the Center for Hospitality Research at Cornell University which hosted A. Peiró and M. Segarra as Visiting Scholars, and the Spanish Economy and Competitiveness Ministry for its support through the research project (EC02011-27369). Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 5 CoRnEll HoSPiTAliTy REPoRT Environmental Management Certification (ISO 14001): Effects on Hotel Guest Reviews María-del-Val Segarra-Oña, Angel Peiró-Signes, Rohit Verma, José Mondéjar-Jiménez, and Manuel Vargas-Vargas The hotel industry’s practices regarding environmental sustainability have been widely studied and a series of published studies show that commitment to environmental practices influences hotels’ economic performance.1 Furthermore, research shows that there is a growing consensus on the practices that allow hotels to become more environmentally sustainable.2 Despite the industry’s progress in becoming sustainable,3 hotels still have yet to determine the most effective way to promote their green status.4 Formal certification is gradually becoming a common approach for hotels to demonstrate their commitment and focus to sustainability.5 Among the third parties offering certification are online travel agencies such as Travelocity.com, which has started “green-flagging” hotels based on their environmental certifications,6 and the U.S. Green Building Council, which offers LEED certification. In Europe and especially in Spain, ISO 14001 is the leading environmental certification.7 1 Segarra-Oña, M., A. Peiró-Signes, R. Verma and L. Miret-Pastor. 2012. Does Environmental Certification Help the Economic Performance of Hotels? Evidence from the Spanish Hotel Industry. Cornell Hospitality Quarterly 53(3): 242-256 and Molina-Azorín, J.F., E. Claver-Cortés, M.D. López-Gamero and J.J. Tarí. 2009a. Green management and financial performance: a literature review. Management Decision 47(7):1080-1100. 2 Zhang, J.J., N. Joglekar and R. Verma, R. 2010. Developing Measures for Environmental Sustainability in Hotels: An Exploratory Study. Cornell Hospi- tality Report. The Center for Hospitality Research. Cornell University; Goodman, A. 2000. Implementing sustainability in service operations at Scandic hotels. Interfaces 30(3): 202-214; Bonilla, M.J. 2008. Analysis of environmental statements issued by EMAS-Certified Spanish Hotels. Cornell Hospitality Quarterly 49 (4): 381-394. 3 Sloan, P., W. Legrand and J.S. Chen. 2012. Sustainability in the hospitality industry. Principles of Sustainable Operations. 2nd Ed. Routledge. Oxford, UK and Kasim, A. 2009. Managerial attitudes towards environmental management among small and medium hotels in Kuala Lumpur. Journal of Sus- tainable Tourism 17 (6): 709-725. 4 Lee, J., L. Hsu, H. Han and Y. Kim. 2010. Understanding how consumers view green hotels: how a hotel’s green image can influence behavioural inten- tions. Journal of Sustainable Tourism 18 (7): 901-914. 5 Hsieh, Y. 2012. Hotel companies’ environmental policies and practices: a content analysis of their web pages. International Journal of Contemporary Hospitality Management 24 (1):97-121; Mensah, I. 2006. Environmental management practices among hotels in the greater Accra region. International Journal of Hospitality Management 25 (3): 414-431; and Rodríguez-Antón, J.M., M. Alonso-Almeida, M. Celemín and L. Rubio. 2012. Use of different sustainability management systems in the hospitality industry. The case of Spanish hotels, Journal of Cleaner Production 22 (1): 76-84; Melnyk, S.A., R.P. Sroufe. and R.J. Calantone. 2002. Assessing the impact of environmental management systems on corporate and environmental performance. Journal of Operations Management 21(3):329-351. 6 See: www.travelocity.com. 7 Raines, S.S. 2002. Implementing ISO14001—An international survey assessing the benefits of certification, Corporate Environmental Strategy 9 (4): 418-426. 6 The Center for Hospitality Research • Cornell University ISO 14001 is an international standard for sustainable internal or operational improvements;13 marketing-related operation. The ISO 14001 Environmental Management Sys- improvement,14 and financial performance improvement.15 tem was developed in 1996 by the International Standards Previous Studies Organization.8 The aim of ISO 14001 is the development of effective environmental management systems that can be Many authors have studied consumer perceptions towards applied to any type of company. According to ISO, the 14001 green practices in the hospitality industry. 16 These studies standard specifies a path for continuous improvement and generally show that environmental practices are positively control of a firm’s environmental performance. It enables a related to performance through the mediating effect of high- 17 company to identify and control the environmental impact er customer satisfaction and loyalty. They also show that of its products, processes, and services and also to improve eco-labels and environmental certifications lead to enhanced its environmental performance.9 customer awareness of restaurants and hotels’ environmental 18 The ISO 14001 standards are consistent with the defini- efforts and act as differentiating assets. tion of a “green” hotel put forth by the American “Green” 13 Chan, W.W. and K. Ho. 2006. Hotels’ environmental management Hotel Association, as follows: “Green hotels are environmen- systems (ISO 14001): creative financing strategy. International Journal tally friendly properties whose managers are eager to insti- of Contemporary Hospitality Management 18 (4): 302-316; Chan, E.S. W. tute programs that save water, save energy, and reduce solid and S.C.K. Wong. 2006. Motivations for ISO 14001 in the hotel industry. 10 Tourism Management 27: 481-492; and Chan, W.W. 2009. Environmental waste—while saving money.” Because ISO 14001 provides measures for hotels’ environmental management systems: ISO 14001. Inter- assurance to company management and employees, as well national Journal of Contemporary Hospitality Management 21 (5):542-560. as external stakeholders, that environmental impact is being 14 Matuszak-Flejszman, A. 2009. Benefits of Environmental Management measured and improved,11 the standard has been used as a System in Polish Companies Compliant with ISO 14001. Polish Journal proxy for environmental orientation in other studies.12 of Environmental Studies 18 (3): 411-419; Zeng, S.X., X.M. Xie, C.M. Tam ISO 14001 certification has two potential benefits. One and L.Y. Shen. 2011. An empirical examination of benefits from imple-menting integrated management systems (IMS). Total Quality Manage- is the improvement in operations due to following the ment & Business Excellence, 22 (2): 173-186. certification’s methodical standards. These benefits extend to 15 Klassen, R. and C. McLaughlin. 1996. The impact of environmental 8 management on firm performance. Management Science 42 (8): 1199-1214.www.standardsinfo.net. 16 9 Han, H. and K. Yunhi. 2010. An investigation of green hotel custom-Segarra-Oña, M., Peiró-Signes, A. and Verma, R. (2011) Environmental ers’ decision formation: Developing an extended model of the theory of Management Certification and Performance in the Hospitality Industry: planned behavior International Journal of Hospitality Management, 29 (4): A Comparative Analysis of ISO 14001 Hotels in Spain, Cornell Hospital- 659-668 and Kassinis, G.I. and A.C. Soteriou. 2003. Greening the service ity Report, Vol. 11 No. 22. The Center for Hospitality Research. Cornell profit chain: The impact of environmental management practices. Produc- University tion and Operations Management. 12(3): 386-403. 10 http://greenhotels.com. 17 Zeng, S.X., X.M. Xie, C.M. Tam and L.Y. Shen. 2011. An empirical ex- 11 ISO Central Secretariat, 2009 amination of benefits from implementing integrated management systems 12 Lockyer, T. 2003. Hotel cleanliness—how do guests view it? Let us (IMS). Total Quality Management & Business Excellence, 22 (2): 173-186. get specific. A New Zealand study, International Journal of Hospitality 18 Sebhatu, S. P., Enquist, B. 2007. “ISO 14001 as a driving force for sustainable Management 22 (3): 297-305; Zhang, J.J., N. Joglekar, and R. Verma, 2012. development and value creation,” TQM Magazine 19 (5): 468-482; and Zhang, Pushing the frontier of sustainable service operations management: J.J., N. Joglekar and R. Verma, R. 2012. Green Moments of Truth: Environmen- Evidence from U.S. hospitality industry. Journal of Service Management 23 tal Signaling Using Eco-Labels In High Contact Service Systems, Proceed- (3): 377–399; and Zhang, J.J., N. Joglekar and R. Verma, R. 2012. Explor- ings of the 12th International Research Conference in Service Management, ing Resource Efficiency Benchmarks for Environmental Sustainability in La Londe, France. (www.cerog.org/lalondeCB/SM/2012_lalonde_seminar/ Hotels. Cornell Hospitality Quarterly 53(3): 229-241. papers/28-P161-2012-ZHANG-JOGLEKAR-VERMA-REV-26-03-2012.pdf) Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 7 D’Souza et al., for instance, examined visitors’ prefer- hotel’s housekeeping accuracy, comfort, services, staff, and ences and concluded that visitors preferred ‘‘eco-efficient’’ total value of the guests’ stay. planning options to business-as-usual scenarios, although Objectives that support varied by market segment.19 According to Millar, green certification has become the most influential attribute As we said, we have seen little hotel research that specifi- when measuring preferences for green hotel attributes from cally evaluates the effects of ISO 14001 on guests’ hotel rat- the clients’ point of view.20 ings. Given that research generally is supportive of positive Environmental certifications inform clients about a impact of environmental management systems, we want to hotel’s status and, at the same time, can provide guests with an check whether hotels with an environmental commitment idea of what an environmentally conscious hotel does. In the (certified with ISO14001) get higher client ratings than past, consumers tended to be skeptical of eco-labels, but there those which do not have this ISO certification. is now more acceptance that a green certification label can To explore the linkages between the implementation have positive influence on a hotel’s financial performance,21 of ISO 14001 and the various determinants of customer 25 although some studies found that the effect was neutral.22 satisfaction and service quality, we tested guests’ satisfac- However, we have seen little research in the hotel indus- tion with specific hotel features. In addition to location, try that evaluates whether the implementation of ISO 14001 numerous features and amenities have been found to (which certifies the hotel with a green or eco-label) specifi- affect guest satisfaction, including employee attitude, price, cally has any influence on clients´ services ratings. In that brand name and reputation, physical property, value for regard, post-stay guest ratings are generally considered to be money, guest-room design, services, housekeeping, hotel 26 a good proxy for customer satisfaction and loyalty.23 For ex- comfort, and hotel services. ample, a recent report from the Cornell Center for Hospitality The ISO 14001 standard places the responsibility for Research has demonstrated that higher online guest ratings the environmental management system on the organiza- lead to higher occupancy, room rates, and market share.24 To tion’s top management, and makes it easy to incorporate fill this conceptual gap, in this study we test whether environ- the required environmental standards into an existing mental certifications such as ISO 14001 are related to guest quality management system. In that regard, ISO 14001 is ratings, as a proxy for satisfaction. mainly a measure of service quality which can be used to We believe that this study has important implications promote comprehensive organizational changes that lead for hotel managers, in part because it provides insights about to sustainable development and value creation. 27 consumers’ preferences for environment commitment (dem- So, considering, on one hand, that international stan- onstrated in this case by certification) that leads to higher dards (such as ISO 14000) are intended to help improve guest ratings, and by implication higher rates and occupancy. quality, enhance customer satisfaction, and increase sales, 28 In this study we measure consumer preferences, including the and, on the other hand, that service experience is directly related to hotel customer satisfaction,29 we analyzed ratings of housekeeping accuracy, hotel comfort, hotel services, hotel staff, and the hotel’s location and total value. All of 19 D’Souza, C., M. Taghian, P. Lamb. 2006. An empirical study on the influ- those attributes may be considered as “service experience” ence of environmental labels on consumers. Corporate Communications: An International Journal 11 (2):162–173. from the consumer’s perspective. Thus, we expect that ho- 20 tels with the ISO14001 environmental certification would Millar, M. and S. Baloglu. 2011. Hotel Guests’ Preferences for Green Guest Room Attributes. Cornell Hospitality Quarterly 52(3): 302-311. receive higher customer ratings regarding the different 21 attributes that measure customer satisfaction.Nicholls, S. and S. Kang. 2012. Going green: the adoption of environ- mental initiatives in Michigan’s lodging sector. Journal of Sustainable Tour- 25 ism 20 (7): 953-974 and see also footnotes 7 and 9 Su, C.S. and L.H. Sun. (2007). Taiwan’s hotel rating system: a service 22 quality perspective. Cornell Hotel and Restaurant Administration Quar-For example, see: Howard G. Chong, Rohit Verma, (2013). Hotel terly 48(4): 392-401. Sustainability: Financial Analysis Shines a Cautious Green Light, Cornell 26 Hospitality Report. The Center for Hospitality Research. Cornell University Verma, R. 2007. Unlocking the Secrets of Customers. Cornell Center Vol. 13, No. 10. for Hospitality Research 7 (2), www.hotelschool.cornell.edu/research/ 23 chr/pubs/ reports/abstract-14342.htmlGustin, M and P. Weaver. 1996. Are hotels prepared for the environmen- 27 tal consumer? Cornell Hotel and Restaurant Administration Quarterly 20(2), Sebhatu, S. P., Enquist, B. 2007. “ISO 14001 as a driving force for 1-14; Ramanathan, R. 2012. An exploratory study of marketing, physical sustainable development and value creation”, TQM Magazine 19 (5): and people related performance criteria in hotels. International Journal of 468-482. Contemporary Hospitality Management 24 (1): 44–61. 28 www.standardsinfo.net/info/benefits/benefits.html 24 Anderson, C. K. 2012, The Impact of Social Media on Lodging Perfor- 29 Wilkins, H., B. Merrilees and C. Herington. 2007. Towards an mance, Cornell Hospitality Report, Vol. 12 No. 15. The Center for Hospitality understanding of total service quality in hotels. International Journal of Research. Cornell University. HospitalityManagement 26(4): 840-53. 8 The Center for Hospitality Research • Cornell University Exhibit 1 Example of guest ratings from booking.com To capture preference differences among various tribute evaluations for all the hotels, although the number of customer segments, we analyze the sample according to customers that rate each hotel is different (see Exhibit 1). consumer characteristics (as did Bowie and Buttle, for in- To double check whether the hotel held ISO certifica- stance30), with clients classified into the following six groups: tion, we sent e-mails to all fourteen certification companies families with older children, families with young children, in Spain requesting confirmation of certification. (We elderly couples, groups of friends, persons traveling by contacted all of them although just a handful of companies themselves, and young couples. We used this classification certify the majority of the hotels.) All but three of the certifi- also following booking.com’s rating system,31 and we want cation companies sent us their list of certified hotels. We also to check whether customer ratings of the hotels with the made several web searches to check for possible missing cer- ISO14001 environmental certification vary according to type tified hotels. We recorded guests’ general evaluation of each of customer. hotel and also ratings for housekeeping accuracy, and hotel The Sample comfort, location, services, staff, and value. For the booking. com ratings, location refers to convenience, service refers to According to the World’s Top Tourism Destinations,32 Spain is facilities, staff refers to the quality of the hotel staff, and com- the second largest tourism earner worldwide and the first in pany size is measured by number of rooms. The database is Europe (US$56 billion), while ranking fourth in the world segmented according to the six different customer segments by arrivals (58 million). Spain is, therefore, an interesting that we studied, and we also classified hotels by star rating, country to explore our research questions. We analyzed with the results shown in Exhibit 2. guests’ ratings of 6,854 Spanish hotels with 5, 4, or 3 stars (corresponding to luxury, upscale, and midscale), 350 of Data Analysis which had ISO14001 certification. Guests’ evaluation data We applied ANOVA to detect mean differences across busi- were retrieved from the hotels’ websites and from Booking. ness functions comparing ISO 14001–certified hotels with com during December 2011. Booking.com provides at- non-certified properties, using the specific client satisfaction indicators that we mentioned above: housekeeping accuracy, 30 hotel comfort, and hotel services and location.Bowie, D. and F. Buttle. 2004. Hospitality Marketing: An Introduction. Elsevier Butterworth-Heinemann Linacre House, Jordan Hill, Oxford The ANOVA analysis seeks to break down the variabil- Wheeler. ity in a set of data into independent components that can 31 Booking.com is the world leader in booking accommodations online. be assigned to different causes. It is a statistical technique 32 UNWTO Tourism Highlights, 2013, http://mkt.unwto.org/en/publica- designed to analyze the significance of the mean differences tion/unwto-tourism-highlights-2013-edition. of the different populations. As such, it is considered as an Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 9 E 2 according to the number of stars, as shown in Exhibits 5, 6, xhibit and 7 (on following pages). The segmented results by scale Certification status of hotels by star rating show significant differences in 4-star hotels in all the studied attributes (p < 0.001). While general ratings for 3- and 5-star hotels with ISO were higher than those without ISO, these 5-Star 4-Star 3-Star differences weren’t statistically significant. Hotels Hotels Hotels Splitting the ratings into the component attributes of Without iSo 14001 231 1895 2371 housekeeping, comfort, location, services, staff, and value, With iSo 14001 29 215 70 we found significant differences between ISO hotels and non-certified hotels (p < 0.001) for housekeeping, comfort, Total 260 2110 2441 location, and services. In particular, 4-star hotels with ISO Source: Self-compilation with information retrieved from the internet. Data were not 14001 had significantly higher ratings for these attributes, available for the entire sample. except for value, which didn’t show significant differences for this category. Then, a series of one-way analyses of variances were conducted on each of the different client segments. ANOVA extension of the means difference test and is used to study results for these segments are shown in Exhibits 8 through the relationship between nominal, ordinal, and interval vari- 13. The overall rating results for the various customer seg- ables.33 The ANOVA technique indicates whether we reject ments were similar to that of the total sample. That is, we the null hypothesis that reflects the equal means value for found significant differences between certified and not each α level of significance. In this way we confirm whether certified 4-star hotels among the various respondent groups, the mean of the variable performance is significantly dif- but no significant differences in certified and uncertified ferent for the firms according to their ISO 14001 environ- 5-star hotels. For the 3-star hotels, we found a few significant mental certification. Additionally, the ANOVA analysis can differences in the ratings by the various segments. Looking be more useful than a two-sample t-test as it has a lesser at specific features, the segmented results based on the type chance of committing a type-I error. of client show generally significant differences (p < 0.001) for For these analyses, we compared hotel ratings between housekeeping and hotel comfort. the properties with ISO 14001 and those without. Then, we Even though it can be seen from the means comparison split the sample according to the number of stars, and we analysis that hotels that have implemented ISO 14001 have, distinguished between the various client segments. Summa- in general terms, better guest ratings, our data do not offer rized ANOVA results with sample sizes, means, and F values any indication of causality. We cannot say whether the better are reported in Exhibit 3. ratings result from having implemented the environmental Results certification system or some other cause. Overall, these re-sults support the first hypothesis, which stated the contribu- The ANOVA analysis on hotel characteristics consider- tion of ISO 14001 to value creation in the hotel business by ing ADR and number of rooms showed that hotels with enhancing clients’ ratings. ISO 14001 are significantly (p < 0.001) more expensive and bigger than hotels without ISO. Segmented results by scale Conclusions (measured by the number of stars) are consistent with over- We found differences in ratings of Spanish hotels with the all results, although 3-star and 5-star ADR differences were ISO 14001 label and those that are not so certified. Most in- not significant. Results of the whole sample comparison are teresting, we found significant differences between certified represented in Exhibit 4. and non-certified hotels in the 4-star category, a finding that Generally speaking, hotels with ISO 14001 show signifi- leads to an intriguing managerial implication. It appears that cantly greater overall customer ratings than those without luxury hotels do not gain distinctive competency in their ISO 14001 (p < 0.001). Over this period, the mean general guests’ estimation when they hold the ISO 14001 certifica- rating for these properties was .16 higher than those proper- tion, nor do the middle scale hotels (3 stars) receive a benefit ties without ISO, supporting the primary hypothesis of this from certification. However, our findings imply that 4-star paper. hotels do get important benefits from the client point of After comparing the hotel ratings for properties with view when the hotel is environmentally certified. This clearly ISO 14001 and those without, we split the hotel sample indicates that 4-star hotels achieve a competitive advantage 33 Hair, J.F., R.E. Anderson, R.L. Tatham and W.C. Black. 1998. Multivari- Continued on page 16 ate Date Analysis, 5th ed., Prentice-Hall, Englewood Cliffs, NJ. 10 The Center for Hospitality Research • Cornell University Exhibit 3 Certification status of hotels by star rating All All 5* 4* 3* N Mean F (sig) N M F (sig) N M F (sig) N M F (sig) W/O ISO 4929 63.57 68.78 *** 173 150.62 0.06 1466 78.47 7.89 *** 1720 57.12 2.07 ADR W ISO 237 85.01 22 146.73 147 87.52 38 64.46 Total 5166 64.56 195 150.18 1613 79.30 1758 57.28 W/O ISO 6011 75.85 162.49 178 144.46 5.55 ** 1688 122.25 8.63 *** 2227 75.49 45.11 *** Rooms W ISO 322 144.16 *** 24 208.13 191 147.30 68 148.43 Total 6333 79.32 202 152.02 1879 124.80 2295 77.65 W/O ISO 6503 7.99 24.11 *** 231 8.51 0.15 1895 8.09 21.84 *** 2371 7.88 0.08 General Rating W ISO 351 8.16 29 8.55 215 8.26 70 7.91 Total 6854 8.00 260 8.51 2110 8.11 2441 7.88 W/O ISO 6500 8.26 10.63 *** 231 8.83 0.09 1895 8.35 11.04 *** 2369 8.13 0.54 Housekeeping W ISO 350 8.39 29 8.80 214 8.49 70 8.06 Total 6850 8.26 260 8.83 2109 8.36 2439 8.13 W/O ISO 6500 7.74 27.72 *** 231 8.75 0.07 1895 8.06 4.5 ** 2369 7.56 0.13 Comfort W ISO 350 8.01 29 8.72 214 8.17 70 7.52 Total 6850 7.75 260 8.75 2109 8.07 2439 7.56 W/O ISO 6500 8.20 22.46 *** 231 8.48 0.18 1895 8.21 30.57 *** 2369 8.15 4.81 ** location W ISO 350 8.44 29 8.55 214 8.57 70 8.40 Total 6850 8.21 260 8.49 2109 8.24 2439 8.16 W/O ISO 6500 7.66 49.35 *** 231 8.48 0.58 1895 7.89 21.5 *** 2369 7.52 0.89 Services W ISO 350 7.99 29 8.58 214 8.12 70 7.61 Total 6850 7.67 260 8.49 2109 7.92 2439 7.52 W/O ISO 6500 8.28 1.37 231 8.67 0.21 1895 8.23 7.63 *** 2369 8.20 0.03 Staff W ISO 350 8.32 29 8.72 214 8.35 70 8.18 Total 6850 8.28 260 8.68 2109 8.25 2439 8.20 W/O ISO 6500 7.80 0.04 231 7.84 0.39 1895 7.80 1.46 2369 7.74 1.44 value (Q/P) W ISO 350 7.80 29 7.91 214 7.85 70 7.64 Total 6850 7.80 260 7.84 2109 7.81 2439 7.74 ***Significance at the 0.001 level is shown in boldface; ** Significance at the 0.01 level is shown in boldface.; * Significance at the 0.05 level is shown in boldface. Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 11 Exhibit 4 Guest ratings comparison for the entire sample and all variables 8.6 With iSo Without iSo Total 8.4 8.2 8.0 7.8 7.6 7.4 7.2 g g rt n tin in fo tio ice s aff /P) Ra p t Q al ke e om ca erv S ( r se C l o S alu e en e u v G Ho Exhibit 5 Guest ratings comparison for five-star hotels and all variables 9.0 With iSo Without iSo Total 8.8 8.6 8.4 8.2 8.0 7.8 7.6 7.4 7.2 tin g t f ) a pi ng for tio n a vic es e m r St af Q/ P R ( ral sek e Co ocl Se e al ue Ge n u vHo 12 The Center for Hospitality Research • Cornell University Exhibit 6 Guest ratings comparison for four-star hotels and all variables 8.8 8.6 With iSo Without iSo Total 8.4 8.2 8.0 7.8 7.6 7.4 ng ti ing or ion f ) at p f at vic es taf /P l R ee om S oc er e (Q era e k C l S n us va lu Ge Ho Exhibit 7 Guest ratings comparison for three-star hotels and all variables 8.6 8.4 With iSo Without iSo Total 8.2 8.0 7.8 7.6 7.4 7.2 7.0 ng ng ort on es aff )ti pi f ti ic P St Q/ al Ra ee m ca erv e ( er use k Co lo S lu en v a G Ho Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 13 Exhibit 8 Ratings comparison for families with older children 8.6 8.4 5-star with iSo 8.2 8.0 5-star without iSo 7.8 4-star with iSo 7.6 7.4 4-star without iSo 7.2 3-star with iSo 7.0 6.8 3-star without iSo 6.6 6.4 tin g ng ort n s fa ep i mf f cat io e R e o erv ic Sta era l sek C l o S Ge n uHo Exhibit 9 Ratings comparison for families with younger children 9.0 5-star with iSo 8.5 5-star without iSo 8.0 4-star with iSo 4-star without iSo 7.5 3-star with iSo 7.0 3-star without iSo 6.5 g tin pin g for t tio n ice s ff Ra ee om v S ta al r ek C lo ca Se r ne s Ge Ho u 14 The Center for Hospitality Research • Cornell University Exhibit 10 Ratings comparison for older couples 9.0 5-star with iSo 8.5 5-star without iSo 8.0 4-star with iSo 7.5 4-star without iSo 3-star with iSo 7.0 3-star without iSo 6.5 g g rt f ati n pin fo ati on ice s taf al R e ek e Co m c erv S r o ne us l S Ge Ho Exhibit 11 Ratings comparison by groups of friends 9.0 5-star with iSo 8.5 5-star without iSo 4-star with iSo 8.0 4-star without iSo 7.5 3-star with iSo 3-star without iSo 7.0 6.5 g g rt n s ff tin in fo tio icep Sta al Ra ee m a rv r sek C o clo Se e Ge n Ho u Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 15 Exhibit 12 Ratings comparison for persons traveling alone 9.0 8.5 5-star with iSo 5-star without iSo 8.0 4-star with iSo 7.5 4-star without iSo 3-star with iSo 7.0 3-star without iSo 6.5 ati ng gpin o rt ion f ces af l R ee om f i cat rv S t era k C lo Se usen Ge Ho in adopting ISO 14001. We can only speculate regarding hotels that have the ISO14001 certification with higher rat- the reason for this, but our earlier study of Spanish hotels ings than those that don’t have it. We encourage hotel mar- has established the value of ISO 14001 as an aid to effective keting decision-makers to advertise their active eco-friendly management.34 Most likely ISO 14001 gives these 4-star practices to allow environmentally conscious customers properties an opportunity to compete with the 5-star hotels, make better informed purchasing decisions.35 through an extra point of differentiation. At the same time, As we mentioned above, hotels that have implemented a 3-star property may not gain any competitive advantage ISO 14001 in Spain are generally larger than those that have by adopting ISO 14001 because customers that stay at 3-star not done so. The mean of the entire sample is 79 employees, hotels tend to be more value conscious and may not be while hotels with ISO 14001 averaged 144. Another char- willing to pay any extra for ISO 14001 certifications. For the acteristic of hotels with ISO 14001 is that they have higher 5-star hotels, ISO 14001 certification may be lost in a sea of room rates. The ADR mean of the entire sample is €64.56, luxurious amenities, and in any event the properties may while hotels with ISO 14001 averaged €85. have maxed out in guest satisfaction (and ADR), meaning At the same time, the certified hotels scored higher on that ISO 14001 would not grant further increases in either certain features. In the analysis of the sample segmented measure. That said, given the industry’s push toward sustain- by type of visitor, after comparing clients’ rating of hotels ability, the ISO 14001 certification may give luxury hotels with ISO 14001 and those without, we found significant some competitive advantage and allow market share gains differences in ratings of comfort, location, and services in against their competitive set. all guest segments. Additionally, it can be seen that hotels Regarding the general sample, our results indicate with ISO 14001 show significantly higher rates in cleanliness significant differences between the two sets of hotels in guest compared with the whole sample and as judged by families satisfaction for housekeeping accuracy, hotel comfort, and with grown children and by older couples. Therefore, we hotel services. Looking at the results for the guest segments, found that hotels with ISO14001 certification receive higher the satisfaction effect is stronger in hotel comfort and hotel customer ratings regarding the various attributes that mea- services in all the studied subgroups. In short, guests reward 35 Schubert, F., J. Kandampully, D. Solnet and A. Kralj. 2010. Exploring Consumer Perceptions of Green Restaurants in the US., Tourism and 34 See: Segarra-Oña, Peiró-Signes, and Verma (2011), op.cit. Hospitality Research 10 (4): 286-300. 16 The Center for Hospitality Research • Cornell University Exhibit 13 Ratings comparison for young couples 9.0 8.5 5-star with iSo 5-star without iSo 8.0 4-star with iSo 7.5 4-star without iSo 3-star with iSo 7.0 3-star without iSo 6.5 ng ng ort fati n s ep i mf t io ce af l R e o oc a erv i St ra k C l S nee ou se G H sure customer satisfaction compared to the hotels without These results have important managerial implications, environmental certification and that an unequal influence considering that sustainability represents a great opportunity on the customers’ rating of service quality aspects can be for the hospitality industry.37 The results suggest that hotel observed in hotels environmentally certified through the managers should consider implementing the ISO 14001 ISO14001 standard, depending on the type of customer. Our environmental management system, particularly if they are findings showed that ISO 14001 certification contributes to competing in a market segment where such a certification value creation because clients’ ratings are significantly higher would provide a point of differentiation, notably the upscale in certified hotels. Thus, we consider that ISO 14001 should 4-star segment. Studies have demonstrated that it helps to be a measure of management performance. improve productivity and hotel performance, especially in These results imply that hotels may be able to acquire a those aspects related to housekeeping accuracy and hotel distinctive asset that leads them to a competitive advantage comfort. over similar non-environmentally oriented properties if they To sum up, our analysis shows that there are significant are ISO 14001 certified, particularly those in upscale market differences between hotels that have adopted the ISO 14001 segments. The results show that hotels with proactive prac- proactive environmental management tool from the clients’ tices exhibited a positive effect on the customers’ decision point of view. However, there is still a research gap in the formation.36 understanding of what part (or how much) of the higher The most interesting finding is that 5-star and 3-star rankings is due to the implementation of the ISO 14001 and hotels don’t seem to gain added value from this certification, to what extent other attributes are acting as moderating while guests at 4-star hotels in this study regarded ISO 14001 factors. n as a distinctive hotel asset. 36 Han H., L. Hsu and C. Sheu. 2010. Application of the Theory of Planned Behavior to green hotel choice: Testing the effect of environmen- 37 Tzschentke, N. A., D. Kirk and P. A. Lynch. 2008. Going Green: tal friendly activities. Tourism Management 31 (3):325-334. Customers’ Decisional Factors in small hospitality operations. International Journal decision processes are extremely complex, as discussed in: K.M. Wil- of Hospitality Management 27 (1):126-133; Vastag, G., S. Kerekes and D. liams, “Consumer Thinking in Decision-Making: Applying a Cognitive A. Rondinelli. 1996. Evaluation of corporate environmental management Framework to Trip Planning,” Cornell Hospitality Report, 14, No. 7 (2014), approaches: a framework and application. International Journal of Produc- Cornell Center for Hospitality Research. tion Economics 43 (2-3):193-211. Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 17 Cornell Center for Hospitality Research Publication Index chr.cornell.edu 2014 Reports Vol. 13 No. 10 Hotel Sustainability: 2013 Hospitality Tools Financial Analysis Shines a Cautious Vol. 14 No. 7 Exploring the Relationship Green Light, by Howard G. Chong, Ph.D., Vol. 4 No. 2 Does Your Website Meet between Eco-certifications and Resource and Rohit Verma, Ph.D. Potential Customers’ Needs? How to Efficiency in U.S. Hotels, by Jie J. Zhang, Conduct Usability Tests to Discover the D.B.A., Nitin Joglekar, Ph.D., Rohit Verma, Vol. 13 No. 9 Hotel Daily Deals: Insights Answer, by Daphne A. Jameson, Ph.D. Ph.D., and Janelle Heineke, Ph.D. from Asian Consumers, by Sheryl E. Kimes, Ph.D., and Chekitan S. Dev, Ph.D. Vol. 4 No. 1 The Options Matrix Tool Vol. 14 No. 6 Consumer Thinking in (OMT): A Strategic Decision-making Decision-Making: Applying a Cognitive Vol. 13 No. 8 Tips Predict Restaurant Tool to Evaluate Decision Alternatives, Framework to Trip Planning, Kimberly M. Sales, by Michael Lynn, Ph.D., and Andrey by Cathy A. Enz, Ph.D., and Gary M. Williams, Ph.D. Ukhov, Ph.D. Thompson, Ph.D. Vol. 14 No. 5 Developing High-level Vol. 13 No. 7 Social Media Use in 2013 Industry Perspectives Leaders in Hospitality: Advice for the Restaurant Industry: A Work in Vol. 3 No. 2 Lost in Translation: Cross- Retaining Female Talent, by Kate Walsh, Progress, by Abigail Needles and Gary M. country Differences in Hotel Guest Susan S. Fleming, and Cathy C. Enz Thompson, Ph.D. Satisfaction, by Gina Pingitore, Ph.D., Weihua Huang, Ph.D., and Stuart Greif, Vol. 14 No. 4 Female Executives in Vol. 13 No. 6 Common Global and Local M.B.A. Hospitality: Reflections on Career Drivers of RevPAR in Asian Cities, by Journeys and Reaching the Top, by Kate Crocker H. Liu, Ph.D., Pamela C. Moulton, Vol. 3 No. 1 Using Research to Determine Walsh, Susan S. Fleming, and Cathy C. Ph.D., and Daniel C. Quan, Ph.D. the ROI of Product Enhancements: A Enz Best Western Case Study, by Rick Garlick, Vol. 13. No. 5 Network Exploitation Ph.D., and Joyce Schlentner Vol. 14 No. 3 Compendium 2014 Capability: Model Validation, by Gabriele Piccoli, Ph.D., William J. Carroll, Ph.D., 2013 Proceedings Vol. 14 No. 2 Using Economic Value and Paolo Torchio Added (EVA) as a Barometer of Hotel Vol. 5 No. 6 Challenges in Contemporary Investment Performance, by Matthew J. Hospitality Branding, by Chekitan S. DevVol. 13 No. 4 Attitudes of Chinese Clayton, Ph.D., and Crocker H. Liu, Ph.D. Outbound Travelers: The Hotel Industry Vol. 5 No. 5 Emerging Trends in Welcomes a Growing Market, by Peng Vol. 14 No. 1 Assessing the Benefits of Restaurant Ownership and Management, Liu, Ph.D., Qingqing Lin, Lingqiang Zhou, Reward Programs: A Recommended by Benjamin Lawrence, Ph.D.Ph.D., and Raj Chandnani Approach and Case Study from the Lodging Industry, by Clay M. Voorhees, Vol. 5 No. 4 2012 Cornell Hospitality Vol. 13 No. 3 The Target Market PhD., Michael McCall, Ph.D., and Bill Research Summit: Toward Sustainable Misapprehension: Lessons from Carroll, Ph.D. Hotel and Restaurant Operations, by Restaurant Duplication of Purchase Data, Glenn Withiam 2013 Reports Michael Lynn, Ph.D. Vol. 5 No. 3 2012 Cornell Hospitality Vol. 13 No. 11 Can You Hear Me Vol. 13 No. 2 Compendium 2013 Research Summit: Hotel and Restaurant Now?: Earnings Surprises and Investor Strategy, Key Elements for Success, by Distraction in the Hospitality Industry, by Vol. 13 No. 1 2012 Annual Report Glenn Withiam Pamela C. Moulton, Ph.D. 18 The Center for Hospitality Research • Cornell University Cornell Center for Hospitality Research Publication Index chr.cornell.edu Vol. 5 No. 2 2012 Cornell Hospitality Vol. 12 No. 9 The Contagion Effect: 2012 Tools Research Summit: Building Service Understanding the Impact of Changes in Excellence for Customer Satisfaction, by Individual and Work-unit Satisfaction on Vol. 3, No. 4 The Hotel Reservation Glenn Withiam Hospitality Industry Turnover, by Timothy Optimizer, by Peng Liu Hinkin, Ph.D., Brooks Holtom, Ph.D., and Vol. 5 No. 1 2012 Cornell Hospitality Dong Liu, Ph.D. Vol. 3 No. 3 Restaurant Table Optimizer, Research Summit: Critical Issues for Version 2012, by Gary M. Thompson, Industry and Educators, by Glenn Vol. 12 No. 8 Saving the Bed from Ph.D. Withiam the Fed, Levon Goukasian, Ph.D., and Qingzhong Ma, Ph.D. Vol. 3 No. 2 Telling Your Hotel’s 2012 Reports “Green” Story: Developing an Effective Vol. 12 No. 7 The Ithaca Beer Company: Communication Strategy to Convey Vol. 12 No. 16 Restaurant Daily Deals: A Case Study of the Application of the Environmental Values, by Daphne A. The Operator Experience, by Joyce McKinsey 7-S Framework, by J. Bruce Jameson, Ph.D., and Judi Brownell, Ph.D.Wu, Sheryl E. Kimes, Ph.D., and Utpal Dholakia, Ph.D. Tracey, Ph.D., and Brendon Blood 2011 Reports Vol. 12 No. 15 The Impact of Social Vol. 12 No. 6 Strategic Revenue Vol. 11 No. 22 Environmental Media on Lodging Performance, by Chris Management and the Role of Competitive Management Certification and K. Anderson, Ph.D. Price Shifting, by Cathy A. Enz, Ph.D., Performance in the Hospitality Industry: Linda Canina, Ph.D., and Breffni Noone, A Comparative Analysis of ISO 14001 Vol. 12 No. 14 HR Branding How Ph.D. Hotels in Spain, by María-del-Val Segarra- Human Resources Can Learn from Oña, Ph.D., Ángel Peiró-Signes, Ph.D., and Product and Service Branding to Improve Vol. 12 No. 5 Emerging Marketing Rohit Verma, Ph.D. Attraction, Selection, and Retention, by Channels in Hospitality: A Global Study of Derrick Kim and Michael Sturman, Ph.D. Internet-Enabled Flash Sales and Private Vol. 11 No. 21 A Comparison of Sales, by Gabriele Piccoli, Ph.D., and the Performance of Independent and Vol. 12 No. 13 Service Scripting and Chekitan Devc, Ph.D. Franchise Hotels: The First Two Years of Authenticity: Insights for the Hospitality Operation, by Cathy A. Enz, Ph.D., and Industry, by Liana Victorino, Ph.D., Vol. 12 No. 4 The Effect of Corporate Linda Canina, Ph.D. Alexander Bolinger, Ph.D., and Rohit Culture and Strategic Orientation on Verma, Ph.D. Financial Performance: An Analysis of Vol. 11 No. 20 Restaurant Daily South Korean Upscale and Luxury Hotels, Deals: Customers’ Responses to Social Vol. 12 No. 12 Determining Materiality in by HyunJeong “Spring” Han, Ph.D., and Couponing, by Sheryl E. Kimes, Ph.D., Hotel Carbon Footprinting: What Counts Rohit Verma, Ph.D. and Utpal Dholakia, Ph.D. and What Does Not, by Eric Ricaurte Vol. 12 No. 3 The Role of Multi- Vol. 11 No. 19 To Groupon or Not to Vol. 12 No. 11 Earnings Announcements Restaurant Reservation Sites in Restaurant Groupon: A Tour Operator’s Dilemma, by in the Hospitality Industry: Do You Hear Distribution Management, by Sheryl E. Chekitan Dev, Ph.D., Laura Winter Falk, What I Say?, Pamela Moulton, Ph.D., and Kimes, Ph.D., and Katherine Kies Ph.D., and Laure Mougeot Stroock Di Wu Vol. 12 No. 2 Compendium 2012 Vol. 11 No. 18 Network Exploitation Vol. 12 No. 10 Optimizing Hotel Pricing: Capability: Mapping the Electronic A New Approach to Hotel Reservations, Vol. 12 No. 1 2011 Annual Report Maturity of Hospitality Enterprises, by by Peng Liu, Ph.D. Gabriele Piccoli, Ph.D., Bill Carroll, Ph.D., and Larry Hall Cornell Hospitality Report • March 2014 • www.chr.cornell.edu 19 Cornell University School of Hotel Administration The Center for Hospitality Research 537 Statler Hall Ithaca, NY 14853 607.255.9780 shachr@cornell.edu www.chr.cornell.edu