Enhancing customer experience using technological

Worldwide Hospitality and Tourism Themes Enhancing customer experience using technological innovations: A study of the Indian hotel industry Deependra Sharma

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To cite this document: Deependra Sharma , (2016),"Enhancing customer experience using technological innovations", Worldwide Hospitality and Tourism Themes, Vol. 8 Iss 4 pp. 469 - 480 Permanent link to this document: http://dx.doi.org/10.1108/WHATT-04-2016-0018 Downloaded on: 31 August 2016, At: 22:48 (PT) References: this document contains references to 37 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 47 times since 2016*

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Enhancing customer experience using technological innovations

Enhancing customer experience

A study of the Indian hotel industry Deependra Sharma

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Amity Business School, Amity University Gurgaon, Panchgaon, Manesar, India Abstract Purpose – The study aims to provide a comparative analysis of diverse challenges faced by different categories of hotels during the adoption of technological innovation. It also examines the role of technological innovations in enhancing the customer experience from a practitioner’s perspective. Design/methodology/approach – Qualitative research is used to better understand the prevailing trends and execution challenges, using the interview method of collecting data. The sample includes owners and senior managers responsible for managing the property. Findings – Indian hotels have lagged behind in technology adoption compared with their western counterparts, though the situation is now changing. The paper highlights the positive impact of technological innovation on customer experience and also identifies constraints in adopting technological innovations. Research limitations/implications – All hotels participating in this study were selected from a single region of India. Hence, the results may not be a true representation of comparable hotels nationwide. Practical implications – Findings of this study enable hotel managers and owners to appreciate the role of technological innovation as a differentiator and to understand a variety of nuances associated with technological innovation. Understanding of these dimensions will enable them to take cautious decisions about allocating resources for technological innovation and also to ensure that their customers are being offered maximum value-for-money. Originality/value – The study was conducted in a developing economy where technological innovation is at a relatively early stage. This study explores its objectives from a practitioner’s perspective. Keywords Technological innovation, Customer experience, Value-for-money Paper type Technical paper

Introduction India, currently, is not only the world’s second most populated country but also one of the largest and rapidly emerging economies. In 2015, its population stood at 1.28 billion (www.indiaonlinepages.com/population/india-current-population.html), and India is expected to move strongly on the trajectory of growth with gross domestic product (GDP) at 7-8 per cent in 2015 (www.tradingeconomics.com/india/gdp-growth-annual). It is anticipated that this rate of growth will continue for the next five years (World Bank Global Economic Prospects, 2015) and that this will lead to an increase in the purchasing power of the average Indian citizen. In the past, restrictions imposed by India on visas have proved to be a major bottleneck in the expansion of the tourism market both for inbound arrivals, as well as for outbound travelers. However, this issue is being addressed via the development of an online visa

Worldwide Hospitality and Tourism Themes Vol. 8 No. 4, 2016 pp. 469-480 © Emerald Group Publishing Limited 1755-4217 DOI 10.1108/WHATT-04-2016-0018

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application system (http://store.bmiresearch.com/india-tourism-report.html). Besides this, benefits are expected from the expansion of its regional and international connections (www. researchandmarkets.com/reports/3042112/india-tourism-report-q1-2015). Because of these changes, both inbound arrivals and outbound travel are expected to show positive growth over the period 2015 to 2016, with outbound travel in particular likely to grow by 8.6 per cent (i.e.13.8 million tourism departures compared to 7.4 million tourism arrivals). All these developments make India an interesting place to study the hotel industry, generating market revenue of $4.4bn in 2014 and expected to reach $5.8bn by 2019. It has emerged as one of the most favored tourist destinations (Kapoor and Sen, 2012). Further, the travel and tourism sector has become a major employment provider. As noted in a report by the International Labor Organization (2010), jobs will grow from 49,086,000 in 2010 (10 per cent of total employment) to 58,141,000 (10.4 per cent of total employment) by 2020, and the share of this sector in the country’s GDP will increase from 8.6 per cent in 2010 to 9 by 2020. Given this scenario, it is important that the Indian hospitality industry is responsive to changes in the market (Sanjeev and Jauhari, 2012) and prospects seem very bright, but, at the same time, industry growth poses challenges for hoteliers. Indians who visit other countries on outbound travel experience a wide variety of services offered by hotels during their stay. They come back with enhanced levels of expectation which they want to be fulfilled when they visit hotels in their own country. Further, now that restrictions on foreign direct investment have been loosened, this sector attracts more international hotel brands and this development is forcing the hospitality market to become more competitive. When compared to other similar economies (such as Brazil, China and Russia) India has a long way to go. China with a market revenue value of $75.3bn in 2014 leads the group, whereas Brazil and Russia have market revenues of $17.1bn and $8.4bn, respectively. Further, it is claimed that China will lead the hotel industry in the BRIC nations with a value of $128.8bn in 2019. It will be followed by Brazil, Russia and India with expected revenues of $20.5, 10.2 and 8bn, respectively (www.datamonitor.com/store/Product/hotels_motels_ bric_brazil_russia_india_china_industry_guide?productid⫽ML00020-104). As a result, Indian hoteliers need to be ready to act and to find ways to not only sustain but also strengthen themselves given the highly competitive international environment. Enhancing customer experience using innovation (technological, as well as non-technological) can be one of the solutions (Nasution and Felix, 2008; Kandampully, 2002) which will enable them not only to attract customers but also to retain them. In this context, it is important to better understand how the customer experience may be enhanced using innovation that is specifically related to technology in the Indian context. Innovation and the hotel service industry This section explains innovation and highlights its significance for the hotel industry. It also presents various technological innovations adopted by hotels across the world to ensure that the best services and experiences are delivered to their customers in every transaction. Innovation can be explained as the process of developing a solution in the form of a physical product or service that delivers new value to customers. It begins with the identification, selection of customers and markets, including the identification of opportunities and ends once the desired outcome is attained (Ulwick, 2005). Organizations

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exist because of customers and not vice-versa. Therefore, identifying and understanding the needs and wants of customers to enhance their experience should be the focus of any successful organization. Organizations that are able to provide a better experience to them and better than their competitors are the ones that stay ahead in the industry and this process can be facilitated effectively and efficiently using innovation (technological, as well as non-technological). A study conducted by Agarwal et al. (2003) has also found an optimistic and significant relationship between innovation, market orientation and the superior performance of organizations. Technological innovations adopted by hotels Having understood the worth of innovation, the hotel industry is striving hard to be as innovative as possible. It is evident in the fact that even mid-priced hotels have started concentrating on décor and aesthetic appearance rather than just focusing on providing functional benefits. Even higher-priced hotel chains have started providing stylish shelving in their guest rooms which used to be the kind of amenity provided by boutique hotels (Chittium, 2004). A new area in which hotels are adopting innovations to enhance the customer experience is technology. Technological innovations that have been found useful, to name a few, include alarm wake up systems, electronic door locks, PCs, voice mail and computer modem connections (Reid and Sandler, 1992). Another such technology is the advent of social media. Today there are almost one billion active Facebook users, and nearly 25 per cent of the world’s population is socially networked which is expected to rise to 35 per cent by 2017 (EMarketer, 2013). These facts make it clear that incredible benefits can accrue for hotels that are able to use social media effectively. It includes creating awareness about their service, managing perceptions about the brand, motivating satisfied customers to spread positive word of mouth about their experience and responding with agility to address negative experiences posted on the web. Social media has emerged as a tool of critical significance for the hotel industry because large numbers of people use social media to decide about their vacation destination for sharing their vacation experiences and writing reviews about the places they had been to on vacation. Few example, hotel groups that have used social media to their advantage include Hyatt’s Twitter Concierge Service. It was launched in 2009 and uses social media (via Twitter) to provide an opportunity for guests to seek assistance from any location and not just from the front desk. UK-based hotel reservation website, LateRooms.com allows visitors to post their queries through Twitter or Facebook and receive real-time responses via its online concierge facility. Further, these media are also used by travelers to share dissatisfaction with a hotel. If negative remarks are not quickly and adequately addressed, they may prove to be deleterious to the hotel’s reputation because of the wide reach of these social network media. But, the same challenge may prove to be an opportunity for the firm to enhance loyalty if social media is used effectively to provide a timely and adequate response, it may position the organization as a responsible and caring service provider in the minds of its customers. Besides using social media, hotels are becoming aware of the fact that they have to use technology to implement more innovative services designed to increase customer engagement. For example, the Sheraton Imperial Hotel situated in North Carolina offers high-definition, flat-screen LG televisions in its guest rooms with a built-in Pro-Idiom

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chip making set-top boxes unnecessary. The Seattle-based Hotel 1,000 has adopted advanced technology, which enables housekeeping staff to find out whether the room is occupied or vacant with the help of heat detecting sensors. Another example of how hotels are using technology to improve customer experience is the initiative taken by Four Seasons Hotels. It provides guests with beds that have three, layered mattresses that can be switched on/off. Its center is made up of gel touch foam that absorbs extra heat, thereby ensuring maximum comfort and enhancing the sleeping experience of customers who are likely to feel more relaxed and refreshed. “Botlr” is another significant example of how hoteliers are embracing innovations in technology. It is a robot which has been included in the staff team of a Silicon Valley based property, The Aloft Cupertino Hotel. These examples highlight the fact that hoteliers around the globe have started appreciating the catalytic role that technology is playing in generating customer satisfaction and enhancing the guest experience. Review of literature Technological innovation and customer experience The drastic changes, brought about by technological innovation, have been at the heart of most of the recent studies associated with the hotel industry. This section will scrutinize whether, in an environment driven by new technologies, hotels have been able to derive benefit from these technological improvements. Studies have referred to innovation as an implementable creative thought that enables an organization to offer superior value to customers. These studies have also concluded that a strong relationship exists between innovative practices and positive perceptions about the benefits being offered, making it possible for organizations to achieve sustainable success (Kanten and Yaslioglu, 2012). According to Kandampully (2002), innovation leads to the creation of customer value as innovation is the ability of an organization to empathize with customers. Hjalager (2010) has defined innovation in services as the initiative which is not only applicable but also directly observable and acceptable to the customer. He further elaborates that innovations can be brought to any aspect of services like accommodation, food and beverages, recreational and health activities. The hotel industry also provides examples of disruptive innovation that is completely based on non-technological, as well as highly tech developments (Rayna and Striukova, 2009). But for the purposes of this study only the technological aspect of innovation has been discussed. Technological innovation means adopting new technological developments to create tangible, as well as intangible products for the organization (Han et al., 1998), and this has been utilized very effectively by Harrah’s Entertainment in the USA. It has developed a data warehouse that gathers data from Harrah’s casino and hotel, systems and this enables the company to create customer relationship-enhancing applications. This initiative led to a doubling in the customer response to Harrah’s offers and a 62 per cent rate of return on its IT investments (Goodhue et al., 2002). Despite these high profile successes, practitioners, as well as researchers remain unsure about the extent to which technology can influence guest satisfaction (Collins and Cobanoglu, 2008). However, Kasavana and Cahill (2003) argue that technological innovations provide a basis for competitive advantage to hotels because they enhance productivity, financial performance and guest service. Beldona and Cobanoglu (2007) have also concluded that technology is considered to be a value-added amenity by hotels

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and that it helps them in differentiating themselves from their competitors, enhances guest satisfaction and generates more loyal behavior from clientele, but, at the same time, Cobanoglu (2009a, 2009b) cautioned that improper use of technology may produce dissatisfaction among visitors. Further, it is interesting to note that technologies adopted in hotels influence the guests not only directly through services, such as in-room guest services, etc., but also indirectly as technologies which are adopted at operational level (Lee et al., 2003). Technological amenities that are guest-centric when implemented not only enhance guest satisfaction and experience but also improve the performance and functionality of staff. In a separate study, Erdem et al. (2009) found that various in-room technologies used in hotels provided a more positive guest experience. It was also found that with the help of advanced front office automation applications and concierge technology, hotels have attained a higher level of guest satisfaction. It is also pertinent to conclude from Jauhari and Sanjeev (2010) that seamless technology contributes to enhanced customer experience. According to Jayachandran et al. (2005) and Karimi et al. (2001) customer-centric technological innovations invigorate an organization’s performance because it stimulates customer-centric processes such as marketing and service. Slater and Narver (2000) observed that firms should continuously explore ways of offering more functional, as well as emotional benefits, to the customer and that technology can be an enabler of this objective. Thus, customer-oriented hotels feel motivated to take up e-business technologies to serve customers efficiently and enhance their experience. Hotels that fully utilize the internet for various processes such as communication (internal as well as external), online reservations and procurement are well placed to secure optimum output from the resources available. Theodosiou and Katsikea (2012) observed that as customers’ internet usage is increasing, service providers must ensure that they provide exceptional online experience for users – matching their expectations at each level of decision-making. Further, that customers’ online brand experiences can be instrumental in elevating brand loyalty (Frow and Payne, 2007; Brakus et al., 2009). In spite of all these studies that support the positive influence of technology on hotel performance, there are also studies whose findings are incongruent them. Research carried out on luxury hotels found that guest-related interface applications were not having any significant effect on overall satisfaction and not all guests embrace technology innovation (Verma et al., 2007). David et al. (1996) were also of the view that technological systems may not always affect the financial performance of an organization positively. Thus, these contradictory findings suggest that there is a difference of opinion among experts about the role that technological innovations play in enhancing customer experience. In this context, this explorary study aims to gather some fresh insights especially because many of these studies have been conducted in developed economies and this study is focused on India’s developing economy. Additionally, this study seeks to investigate whether the degree of technological adoption in the hospitality industry varies between lower category hotels (LCH) and higher category hotels (HCH). This form of differentiation is based on observations made by Piccoli and Torchio (2006) and Siguaw et al. (2000). They concluded that as hotels become larger and more complex their dependency on automation increases.

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Research methodology The study makes a comparative analysis of the diverse challenges faced by different categories of hotels during the adoption of technological innovation. It also examines the role that technological innovation plays in enhancing the customer experience. Both these objectives are dealt with from a managerial perspective. In this research, hotels have been categorized as LCH and HCH. LCH are those hotels that are rated as three stars or less by the competent authority, whereas HCH are ones with ratings of four stars and above. Qualitative research was conducted and an in-depth interview technique was implemented to collect the primary data. In-depth interviews were used as they facilitate deeper exploration of insights and enable a more open exchange of information (Malhotra and Dash, 2009). General managers, managers and owners of selected hotels – Marriott (Gurgaon), The Leela (Gurgaon), Sobti International (Rudrapur) and The Manor (Kashipur) – were interviewed to explore the issues related to this study. Although the interviews were unstructured, an interview protocol was developed to facilitate the interview process using a list of open-ended questions pertaining to objectives of the study. These interviews gave insights on how their hotels are adopting technological innovations to enhance the experience of guests and the issues they face while implementing them. The interviews with these executives were recorded with their permission. The interviewers were later transcribed by the researcher with support from a professional typist to ensure that no idea had been omitted. This process ensured the availability of quality data for analysis. Research results Technology and customer experience The interviewees were asked about the impact that they felt technology has made in their respective businesses. They were optimistic about its positive impact on almost all the domains of a hotel – ranging from customer service and marketing to property management. Customer service. In the customer service area, they said that they have been able to use software programs to help better manage their database of guest profiles. “Eat 2 Eat” is one such software package installed at The Leela and used for database management and table reservations. It helps in maintaining guest profiles, promotional mail shots, table reservations and customer relationship management. (Michel Koopman, General Manager, The Leela): […] Eat 2 Eat is a table reservation system […]. I know when a customer last visited my restaurant (and even what he ordered) Re: birthday and other details […]. I can send out email and inquire about plans for this kind of upcoming personal event.

“Go Concierge” is another software system that is being used by front desk departments for follow-ups, handovers, scheduling and for sending text messages to the guests. It is also interesting to learn that LCD televisions are being replaced by LED televisions; international channels which guest prefers are pre-programmed so that guests are able to watch channels of choice in the way they would at home. A number of respondents said that their properties are planning to implement infra-red key card reader technology – this requires no keys to open rooms and guests can even use their mobile phone to gain access to their guest room.

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Given concerns about rising terrorist activities across globe, safety and security have become prime concerns. The new technologies that seem to be coming forward in the hotel industry aim to provide enhanced safety and security to guests during their stay. Security equipment, CCTV, doorframe metal detectors (at LCH, as well as HCH properties), baggage scanners and explosive scanners (at HCH) are being installed in hotels to assure customer safety and provide assurance, thereby enhancing the quality of their experience. According to Arun Sharma, General Manager, Sobti International (a two-star property), there is no option but to keep up with technology because guests expect it now and it is difficult for hotels to differentiate themselves if they only provide the basic products such as a bed and a television. Rather, they need to offer the latest technology and that too needs to be upgraded on a regular basis. Despite his conviction that technology is essential for hotels to stand out, his two-star-rated property, currently, has a minimal degree of technological implementation. Questioned about this dichotomy he replied: Customers want the maximum technological amenities, but they are not yet ready to pay more money for this. Therefore, it is not possible for us to provide the latest technological amenities to our visitors. Things that our guests will not pay for will not be provided. We are not using any advanced technology as such but we do provide LCD television, CCTV security coverage and internet via Wi-Fi connectivity.

Innovation in technology is clearly capable of providing excellent support to hoteliers in taking care of customers. But, its success depends upon the customization of the technology in accordance with the needs and paying capacity of visitors. Marketing Technology has brought a sea change in the way hotels market themselves and innovation in technology has provided a myriad of choices about how to select a place to stay. For this reason, irrespective of category, all of the hotels accepted that they use all of the major online distribution channels and websites, such as Expedia. Hotels use various distribution channels because their potential guests are using them. It has been observed that this technology has existed for several years but has started gaining more prominence recently because of the high rates of adoption. Illustrating this point, Courtyard by Marriott uses only 30 per cent of its total advertising budget in traditional mediums like print media and the remaining 70 per cent is spent on internet based media (which is an excellent example of technological innovation). However, the scope of technological innovation varies across LCHs and HCHs. LCH generally use websites as a one-way communication vehicle to reach out to potential, as well existing customers – both domestically and internationally. They update their websites on a regular basis with new ideas and local developments to make it more interesting for customers viewing their site. In addition to these purposes, HCH category properties tend to use websites for two-way communication with the help of dialogue-enabled systems for developing sustainable relationship with customers. Technology is transforming the marketing and sales processes used by hotels. A major part of the transactions – ranging from awareness creation to customer acquisition to payment have gone online. Clearly technological innovations like social media can facilitate relationship building between hotels and customers and allow them to take it to the next higher level.

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Operations and property management Technology is also making an indirect contribution to enhancing customer satisfaction by helping executives managing hotel operations and properties to do so more effectively and efficiently. Software like “Opera” helps hoteliers to provide better guest services because it facilitates room and guest history management. It is a property management system and is used in hotels for reservations, rate management, maintaining guest profiles, cashiering, night audits, inventory control, profit management and report generation. Hotels are using “Triton” software for guest and back office request and complaints. When a complaint (like air-conditioner not working, towels missing) is raised via the triton software package, a message automatically goes to the concerned department and hence makes it easier to respond quickly to the guest’s comment or complaint. “Prism” and “PeopleSoft” are software systems used at The Leela and Courtyard, respectively, by the human resources departments for payroll and personnel management. For accounting purpose their respective finance departments are using software such as “Boss” and “Sun”. LCH category properties in this study used localized software for front office accounting which is not so sophisticated. The main reason for this is that their target customer groups do not require a more elaborate system, though cost was also cited as another reason. Immaculate customer service and efficient operations go hand in hand. Being aware of this fact, professionals dealing in hotel-related business have started adopting the technology to differentiate themselves from their competitors. They have understood that the enormous opportunities that exist for them – accessible because of technological advances – cannot be overlooked. The implementation of various technological innovations in different aspects of hotel operations enable them to take care not only of their external customers but also of their internal customers – their employees. Factors influencing technology adoption and implementation There was no difference of opinion among the industry respondents about the benefits that technological innovations bring to the industry. So why then are hotels not implementing new technology more quickly? After discussion relating to this question, the following factors emerged as the reasons for varying degree of adoption and implementation of technology. Fear of technology When hotel representatives were asked about the various factors that influence the adoption and implementation of technology in their respective hotels, the LCH category respondents stated fear of technology among employees as a major factor affecting the implementation of technology. According to them, it requires a considerable effort on their part to convince employees about the benefits of adopting new technology. But it was not an issue for the HCH category because employees tended to be ready and willing to embrace it. Relevant and timely training All the practitioners claimed that to enhance employees’ comfort levels with technology, relevant training was an integral part of technology implementation. And to their surprise, despite initial inhibitions and discomfort with new learning about technology, everyone was excited about new technology across the spectrum from security personnel to human resources personnel. One of the general managers interviewed had no qualms about

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accepting that younger employees were much faster in learning new technology. She also observed that the learning of employees with fewer qualifications (like security guards) is slower but tends to be retained longer, whereas employees with professional qualifications, engaged in more complex jobs such as customer services, and receptionists tended to learn faster but the longevity of their learning was more limited. At LCH category properties, computer-based in-house training is provided that can be used for self-improvement by employees. Respondents from LCH were of the opinion that technological needs vary across LCH and HCH categories and thus the support required in the form of training also differs. In addition to providing technology training, support training is provided to employees on aspects of maintaining the confidentiality of information that is generated and is easily accessible. Employees are taught to respect the confidentiality of personal information, for example, preference for TV channels viewed. Identification of the right technology for the purpose intended Identification of the right technology and vendor is another critical factor that influences technology adoption. It was stated that new technology adoption demands very cautious efforts. It has to be the right technology as per the requirements of the hotel. The strength of the vendor is very important because of the size and scope of the operation. In view of this, respondents felt that the potential vendors would need to be very experienced in setting up technology systems at a high level because hotels are expected to have zero-tolerance for any sort of error. Technological obsolescence Another constraint reported is the pace with which technology becomes obsolete. By the time the hotel finishes installing a particular technology, the probability of new technology being introduced remains quite high, meaning that the just-installed technology is outdated. It becomes even more difficult with respect to hardware in comparison to software. To deal with this situation, collaborating with innovators was suggested so that the technology, which is expected to surface in the near future, may be integrated with existing technology. It was also felt that industry professionals have to keep pace with industry trends by reading about the technology and attending workshops arranged by their corporate offices. To keep their employees updated, employees undergo continuous training where they are updated about the changes that are taking place in their industry in terms of technology and it is mandatory for all the employees. HCH category properties are able to cope up with this dynamic nature of technology because of their scale of operation, but LCH hotels find it quite challenging. In essence, respondents felt that today’s customers have already got the best technology available in their hand (i.e. smart phones), as well as at home. When you stay at a hotel, you want the next level of technology already implemented and that is where our challenge lies, we need to stay ahead of the options available to our guests at home. Cost of technology Cost is definitely a factor at LCH, as well as at HCH hotels, but it was interesting to find that promoters of both categories were quite ready to invest in technology as long as it is adding to the value being offered to the customer. However, the value expected by guests visiting LCH and HCH was different. Decisions about going for investment in technology are based upon understanding the importance of balancing the cost of the technology with the cost of not implementing the technology.

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Conclusion and implications The aim of this paper was to investigate, in the Indian context, how technological innovations can enhance customer experience. To achieve this, the case for technological innovation in LCH and HCH category hotels was considered. The analysis demonstrated that technological innovation can lead to improved competitiveness and differentiation. Discussions also revealed that technology-based amenities do influence the hotel guest’s satisfaction because they are considered to be a valuable addition by them, but the degree of preference varies among guests visiting LCH and HCH category properties. These conclusions are in accordance with the findings of Ottenbacher and Gnoth (2005). Another objective was to explore the factors affecting the implementation of technological innovations. Factors that emerged from the discussions were fear of working on new technology among employees, the requirement for well-conceived and executed training, keeping up with ever changing technology, finding the right vendor and the investment cost. These findings hold a lot of implications for the various stakeholders, i.e. customers, managers, owners, as well as for researchers. Managers and owners should now better appreciate the critical significance of adopting and implementing technological innovation in their respective properties. An acceleration in technology adoption and implementation helps to ensure that the customer receives better service and better value for their money. Academics and researchers also benefit because this study provides practitioner insights on the role that technological innovation can play in enhancing customer satisfaction and experience from the service provider’s perspective. It also provides leads for future research that could well focus on analyzing similar objectives from the customer’s perspective, comparing hotels of similar categories with respect to the degree of technological adoption. Location-based comparison of a particular hotel may provide insights as to whether the preference of customers change in accordance with location. A quantitative study could also be carried out to identify the technology amenities that different types of customers prefer together with their order of preference. Finally, it may be concluded that growth and sustained competitive advantage will emanate from developing, adopting and implementing cutting-edge technology across all domains of both categories of hotel. However, each hotel has to strike a balance between the expectations of its customers and what it can offer based on its resources. References Agarwal, S., Erramilli, K. and Chekitan, S.D. (2003), “Market oriented and performance in service firms: role of innovation”, Journal of Services Marketing, Vol. 17 No. 1, pp. 68-82. Beldona, S. and Cobanoglu, C. (2007), “Importance-performance analysis of guest technologies in the lodging industry”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 48 No. 3, pp. 299-312. Brakus, J., Schmitt, B. and Zarantonello, L. (2009), “Brand experience: what is it? How is it measured? Does it affect loyalty?”, Journal of Marketing, Vol. 73 No. 3, pp. 52-68. Chittium, R. (2004), “Budget hotels to get a makeover: in bid for business travelers; major chains plan boutiques, area rugs and glassed-in showers”, Wall Street Journal, (8 June), available at: www.wsj.com/articles/SB108664743522830988 (accessed 15 October 2015). Cobanoglu, C. (2009a), “Guests’ top 7 technologies”, Hospitality Technology, available at: www.htmag azine.com/ME2/dirmod.asp?sid⫽783D4AA2541D483C98659D20A3539C6Eandnm⫽Additio

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