The hospitality industry has seen rapid growth through the last three decades. The hospitality industry in New Zealand is still growing steadily. According to the Ministry of Tourism (2008, para. 3), “Visitor expenditure is forecast (from 2008 to 2014) to increase from $13.73 billion to $19.05 billion per annum, an increase of 41.4%” (Ministry of tourism, 2008b). Therefore, in response to the needs of the industry, training providers have established a number of hospitality, leisure, travel and tourism degrees (O'Mahony & Sillitoe, 2001). However, previous studies have identified that hospitality management degrees tend to lack importance in the actual world (Harkison, 2004a, 2004b; Steele; 2003). Hospitality management students seem to rate the value of their degrees higher than do employees in the industry (Collins, 2002; Raybould & Wilkins, 2005). Therefore, there are gaps between the expectations and assumptions of students and those of hospitality professionals, which have led to problems in the hospitality industry. This study has taken three steps to identify: 1) how career expectations, assumptions and requirements differ between undergraduate hospitality management students and management employees in the hospitality industry; 2) The working histories of managerial employees and their perceptions of the industry’s needs; 3) Establish the perceived value of hospitality management degrees amongst hospitality management undergraduate students and the hospitality industry. To do so, a comprehensive literature review was undertaken, and questionnaires were collected from 137 undergraduates enrolled in a Bachelor of International Hospitality Management degree at AUT University and 74 managerial employees in the hotel industry. After an analysis of the data, the researcher examined and compared the results of both groups’ data with relation to the findings of the literature review. The following key points emerged from the research: most students expected that they would work in the hospitality industry after completing their course and supposed that their first work field would be in a Food and Beverage department at a management trainee level. The results of the survey show a match between students’ long-term career expectations and the working history of employees. Students also seem to understand the environment of the hospitality industry well. These results show that students organise well, planning for their future careers, and these results were similar with those of some previous studies (Brien, 2004; Harkison, 2004b; Jenkins, 2001). The results of this study identified similarities and differences of perceptions between undergraduate students and managerial employees in the hotel industry. Similarities of students’ perceptions and managerial employees’ perceptions are; • Commitment is rated as the most important factor in determining success, while personality is rated the most important attribute for an employee in the hospitality industry. • A degree in hospitality management is not recognised as an important qualification by students or employee respondents. Working experience is more important than a bachelor degree of hospitality management for a prospective employee. • Students and managerial employees believe that the hospitality educators know the industry well, although educators and employees have different understandings of career expectations. • Both parties believe that internship might help hospitality students’ careers in the industry. Differences of perceptions between undergraduate students and managerial employees are; • Students believe that knowledge of the industry and experience are the most significant factors for a new employee in the hospitality industry but employees indicate personality. • Employees believe that using initiative skills are the most important factor for an employee’s career development, whereas students answer communication skills. • Students believe that a hospitality management bachelor degree will contribute more to the hotel business but employees believe that having three years’ experience will contribute more. • Students consider that an employee with a bachelor’s degree in hospitality will receive higher starting salaries than someone without, but employees disagree. • Students suggest that a bachelor of hospitality management degree will affect opportunities for promotion, but employees do not share that opinion. This study found that even if students and managerial employees share some common opinions, many gaps still exist between them. Therefore, the researcher suggests recommendations relating to students’ expectations and assumptions of their job entry level, the working environment in the hospitality industry, the needs of the hospitality industry, and the value of a bachelors degree of hospitality management. Furthermore, the researcher identifies some limitations of this study and areas for further research.

Background: The hospitality industry, especially the hotel business, is a relatively new, and rapidly growing industry in Lithuania. The last two decades resulted in a significant expansion of the local hotel market, as well as of operations of international hotel chains. Thus, competition among actors in the industry, along with the companies’ need to differentiate their offerings from those of competitors, has risen. Branding strategies are increasingly used by companies for achieving better positioning on the market, as well as for gaining a competitive advantage and customers’ loyalty. Knowing that global brands play an important role for firms’ visibility on the market, it is important to recognize, and understand the factors influencing marketing management- and branding-related activities. To accomplish this, an in-depth understanding behind the structure and branding strategies of international hotel chains should be developed. Purpose: The purpose of this thesis is to understand the rationale behind the structure, and operations of international hotel operators in Lithuania, with a focus on the hotels’ branding strategies. Furthermore, the thesis aims to investigate how companies use their brand identity to position themselves in the market. Methodology: This thesis relies on a qualitative research, with a main focus on discovery, and aim to expand current knowledge in the field of hospitality management and branding within the Lithuanian hotel industry. The study consists of an in-depth case study of three international hotel chains operating in Lithuania. The empirical data was gathered from semi-structured, and e-mail interviews with the chosen hotels’ representatives, as well as from secondary data such as annual reports and official websites.   Conclusion: Three key findings are presented in this thesis. First of all, the authors identify business travelers as the main target group of the selected international hotel operators in Vilnius. Secondly, the examined hotel operators are recognized to standardize their structure and operations, but at the same time to customize their marketing strategies to the local market. Finally, the findings indicate that some hotels completely incorporate the brand identity of the chain, which they belong to, while others develop their own brand identity, relying only partly on the identity of the chain. Contributions: This thesis positively contributes to the academic community, as it expands the theoretical knowledge about the Lithuanian hotels industry, with a main focus on the branding- and marketing activities of international hotel chains. The findings provide a practical insight on how companies are positioned in the market in relation to their competitors. Moreover, with an extensive choice of accommodation available in the market, the comparison of hotels is beneficial in helping customers choosing the best alternative according to their needs.

The hospitality industry has seen rapid growth through the last three decades. The hospitality industry in New Zealand is still growing steadily. According to the Ministry of Tourism (2008, para. 3), “Visitor expenditure is forecast (from 2008 to 2014) to increase from $13.73 billion to $19.05 billion per annum, an increase of 41.4%” (Ministry of tourism, 2008b). Therefore, in response to the needs of the industry, training providers have established a number of hospitality, leisure, travel and tourism degrees (O'Mahony & Sillitoe, 2001). However, previous studies have identified that hospitality management degrees tend to lack importance in the actual world (Harkison, 2004a, 2004b; Steele; 2003). Hospitality management students seem to rate the value of their degrees higher than do employees in the industry (Collins, 2002; Raybould & Wilkins, 2005). Therefore, there are gaps between the expectations and assumptions of students and those of hospitality professionals, which have led to problems in the hospitality industry. This study has taken three steps to identify: 1) how career expectations, assumptions and requirements differ between undergraduate hospitality management students and management employees in the hospitality industry; 2) The working histories of managerial employees and their perceptions of the industry’s needs; 3) Establish the perceived value of hospitality management degrees amongst hospitality management undergraduate students and the hospitality industry. To do so, a comprehensive literature review was undertaken, and questionnaires were collected from 137 undergraduates enrolled in a Bachelor of International Hospitality Management degree at AUT University and 74 managerial employees in the hotel industry. After an analysis of the data, the researcher examined and compared the results of both groups’ data with relation to the findings of the literature review. The following key points emerged from the research: most students expected that they would work in the hospitality industry after completing their course and supposed that their first work field would be in a Food and Beverage department at a management trainee level. The results of the survey show a match between students’ long-term career expectations and the working history of employees. Students also seem to understand the environment of the hospitality industry well. These results show that students organise well, planning for their future careers, and these results were similar with those of some previous studies (Brien, 2004; Harkison, 2004b; Jenkins, 2001). The results of this study identified similarities and differences of perceptions between undergraduate students and managerial employees in the hotel industry. Similarities of students’ perceptions and managerial employees’ perceptions are; • Commitment is rated as the most important factor in determining success, while personality is rated the most important attribute for an employee in the hospitality industry. • A degree in hospitality management is not recognised as an important qualification by students or employee respondents. Working experience is more important than a bachelor degree of hospitality management for a prospective employee. • Students and managerial employees believe that the hospitality educators know the industry well, although educators and employees have different understandings of career expectations. • Both parties believe that internship might help hospitality students’ careers in the industry. Differences of perceptions between undergraduate students and managerial employees are; • Students believe that knowledge of the industry and experience are the most significant factors for a new employee in the hospitality industry but employees indicate personality. • Employees believe that using initiative skills are the most important factor for an employee’s career development, whereas students answer communication skills. • Students believe that a hospitality management bachelor degree will contribute more to the hotel business but employees believe that having three years’ experience will contribute more. • Students consider that an employee with a bachelor’s degree in hospitality will receive higher starting salaries than someone without, but employees disagree. • Students suggest that a bachelor of hospitality management degree will affect opportunities for promotion, but employees do not share that opinion. This study found that even if students and managerial employees share some common opinions, many gaps still exist between them. Therefore, the researcher suggests recommendations relating to students’ expectations and assumptions of their job entry level, the working environment in the hospitality industry, the needs of the hospitality industry, and the value of a bachelors degree of hospitality management. Furthermore, the researcher identifies some limitations of this study and areas for further research.

O hotel é um elemento importante para a atividade turística e para o deslocamento humano. Faz parte da oferta de uma destinação turística e do produto turístico. Na cidade de Porto Alegre, onde este estudo analisou a hotelaria de gestão familiar (hotelaria tradicional) e as redes hoteleiras internacionais foram pesquisados elementos referentes à gestão de dois tipos de hotelaria. A evolução, características hoteleiras e gestão fizeram parte deste estudo que procurou entender as razões pelas quais os hotéis de gestão familiar tiveram que se adaptar às novas tendências de mercado com a chegada das redes hoteleiras internacionais na cidade a partir de 1995. Nesse contexto, a primeira parte do trabalho, a partir da pesquisa exploratória e revisão da literatura apresenta os elementos históricos da hotelaria internacional e no Brasil, bem como são vistos os elementos que compõem uma empresa familiar, seu fundador, a família, e os aspectos referentes à sucessão, elemento forte e que influencia muito a gestão de empresa familiar. Em seguida são apresentados itens da empresa profissional, a família, a sociedade e a administração. A seguir levanta e descreve os dados referentes à evolução da hotelaria de gestão familiar e das redes internacionais instaladas na cidade de Porto Alegre, assim como características de ambas as gestões. A segunda parte é constituída de uma pesquisa descritiva realizada junto aos gestores dos hotéis de gestão familiar e de redes internacionais, no sentido de detectar as reações desses empreendimentos tão iguais e tão diferentes ao mesmo tempo. Iguais por oferecerem serviços e hospedagem e diferentes no que diz respeito a sua gestão. A gestão familiar ainda fortemente arraigada as suas origens (fundador) e tentando permanecer num mercado tão competitivo tenta se nivelar com às redes hoteleiras internacionais na questão da gestão bastante complexa da qualidade dos serviços. / Submitted by Marcelo Teixeira (mvteixeira@ucs.br) on 2014-05-05T18:37:49Z No. of bitstreams: 1 Dissertacao Helena Charko Ribeiro.pdf: 808383 bytes, checksum: df8dd75e7f6e18c05e626bb7b77d2576 (MD5) / Made available in DSpace on 2014-05-05T18:37:49Z (GMT). No. of bitstreams: 1 Dissertacao Helena Charko Ribeiro.pdf: 808383 bytes, checksum: df8dd75e7f6e18c05e626bb7b77d2576 (MD5) / The hotel is an important element for tourist activity and for human displacement. It is part of the tourist destination offer and of the tourist product. In the city of Porto Alegre, this study analyzed the elements referring to two kinds of hospitality industry: family-run hotel (traditional hotel) and international hotel nets. Evolution, hotel characteristics and management were part of this study that sought to understand the reasons whereby the family-run hotels had to adept themeselves to the new market trends with the arrival of the international hospitality industry to the city in 1995. In this context, the first part of this study, based on an exploratory research and on a literature revision, presents historical elements of international and Brazilian hospitality industries. The elements that compose a familu-run company, its founder, the family, and aspects related to succession (an element that strongly influences the family-run company management) are seen as well. After that, this study describes aspects of family-run hotel management, partnership hotel management and hotel management in general. Then it refers to evolution data of family-run hotel management and of international chains established in the city of Porto Alegre, as well as their management characteristics. The second part is comprised of a descriptive research carried out with managers of family-run hotels and also of international hotel chains, in the sence of detecting the reaction of these so similar yet so different enterprises: similar for offering the same basic services and different in their management. Family-run management, still stringly rooted in its origin (fouder) and trying to remain in a competitive market seeks to level it self to the international hotel chain referring to the very complex management of service quality.

Submitted by Cristiane Oliveira (cristiane.oliveira@fgv.br) on 2011-10-19T12:17:25Z No. of bitstreams: 1 DISSERT_VIRGINIE CLAUDE ALIX RIVET.pdf: 770947 bytes, checksum: cbebf4767272b214bad91bde5d8d8630 (MD5) / Approved for entry into archive by Gisele Isaura Hannickel (gisele.hannickel@fgv.br) on 2011-10-19T12:29:35Z (GMT) No. of bitstreams: 1 DISSERT_VIRGINIE CLAUDE ALIX RIVET.pdf: 770947 bytes, checksum: cbebf4767272b214bad91bde5d8d8630 (MD5) / Made available in DSpace on 2011-10-19T12:31:35Z (GMT). No. of bitstreams: 1 DISSERT_VIRGINIE CLAUDE ALIX RIVET.pdf: 770947 bytes, checksum: cbebf4767272b214bad91bde5d8d8630 (MD5) Previous issue date: 2011-06-29 / Much has been said in the literature about brand positioning, as well as about international branding and their importance on ever more competitive world marketplaces. Concerning repositioning, however, the literature is not extensive, and if the subject has been considered by a few scholars, it has been, as Ryan, Moroney, Geoghehan and Cunnigham (2007) noted 'in passing' and 'without elaboration'. It is nevertheless considered as an integral part of 'strategic competition' (Porter, M., 1996, as cited in Ryan, P., Moroney, M., Geoghegan, W., Cunningham, J., 2007), as well as an element indispensable to corporate transformation (Dunphy, D., Stace, D., 1993, as cited in Ryan, P., Moroney, M., Geoghegan, W., Cunningham, J., 2007). Investigating it further, looking at it in an international setting, and understanding what challenges can arise when an international firm engages in such practice is thus of interest. This is conducted looking at the recent repositioning of Accor´s brand Sofitel from the high-end to the luxury market segment of the hospitality industry.

Background: This paper focuses on nature and role of relationships in small hospitality firm in the Southern Italian context. Based on previous literature relationships in small firms are highly related to trust, common understanding and mutual benefits.     Purpose: Aim of the paper is to explore how the role and nature of external stakeholders’ relationships creates perceived value with small family business by the theoretical framework developed by the authors. Methodology: To answer the research question an empirical research was conducted and data was collected through semi-structured interviews using guidelines inspired by previous studiesThrough a content analysis of data collected and reports from the local government. Participants in the sample consisted of native Italians, living in the Metropolitan city of Naples. Participants were grouped in five categories along with the family firm itself, external stakeholder groups as business partners, competitors, residents and local government representative members. Total of 14 interviews were conducted. The Data was coded using the software Nvivo. Results: The study suggest that relationships in the specific context of Hospitality in Southern Italy is based on personal level and have trust, respect and understanding as the fundamentals. The result also revealed that small family run B&B prefers family over non-family members. Tension and conflicts are then solved through understanding and trust. Conclusion: In brief this research contributes to the family businesses and stakeholder literature in the specific context of Italian hospitality industry. The theoretical framework has been updated by the emerging findings from the qualitative analysis.

O hotel é um elemento importante para a atividade turística e para o deslocamento humano. Faz parte da oferta de uma destinação turística e do produto turístico. Na cidade de Porto Alegre, onde este estudo analisou a hotelaria de gestão familiar (hotelaria tradicional) e as redes hoteleiras internacionais foram pesquisados elementos referentes à gestão de dois tipos de hotelaria. A evolução, características hoteleiras e gestão fizeram parte deste estudo que procurou entender as razões pelas quais os hotéis de gestão familiar tiveram que se adaptar às novas tendências de mercado com a chegada das redes hoteleiras internacionais na cidade a partir de 1995. Nesse contexto, a primeira parte do trabalho, a partir da pesquisa exploratória e revisão da literatura apresenta os elementos históricos da hotelaria internacional e no Brasil, bem como são vistos os elementos que compõem uma empresa familiar, seu fundador, a família, e os aspectos referentes à sucessão, elemento forte e que influencia muito a gestão de empresa familiar. Em seguida são apresentados itens da empresa profissional, a família, a sociedade e a administração. A seguir levanta e descreve os dados referentes à evolução da hotelaria de gestão familiar e das redes internacionais instaladas na cidade de Porto Alegre, assim como características de ambas as gestões. A segunda parte é constituída de uma pesquisa descritiva realizada junto aos gestores dos hotéis de gestão familiar e de redes internacionais, no sentido de detectar as reações desses empreendimentos tão iguais e tão diferentes ao mesmo tempo. Iguais por oferecerem serviços e hospedagem e diferentes no que diz respeito a sua gestão. A gestão familiar ainda fortemente arraigada as suas origens (fundador) e tentando permanecer num mercado tão competitivo tenta se nivelar com às redes hoteleiras internacionais na questão da gestão bastante complexa da qualidade dos serviços. / The hotel is an important element for tourist activity and for human displacement. It is part of the tourist destination offer and of the tourist product. In the city of Porto Alegre, this study analyzed the elements referring to two kinds of hospitality industry: family-run hotel (traditional hotel) and international hotel nets. Evolution, hotel characteristics and management were part of this study that sought to understand the reasons whereby the family-run hotels had to adept themeselves to the new market trends with the arrival of the international hospitality industry to the city in 1995. In this context, the first part of this study, based on an exploratory research and on a literature revision, presents historical elements of international and Brazilian hospitality industries. The elements that compose a familu-run company, its founder, the family, and aspects related to succession (an element that strongly influences the family-run company management) are seen as well. After that, this study describes aspects of family-run hotel management, partnership hotel management and hotel management in general. Then it refers to evolution data of family-run hotel management and of international chains established in the city of Porto Alegre, as well as their management characteristics. The second part is comprised of a descriptive research carried out with managers of family-run hotels and also of international hotel chains, in the sence of detecting the reaction of these so similar yet so different enterprises: similar for offering the same basic services and different in their management. Family-run management, still stringly rooted in its origin (fouder) and trying to remain in a competitive market seeks to level it self to the international hotel chain referring to the very complex management of service quality.

Submitted in partial fulfilment of the requirements for the Degree of Master of Technology: Hospitality and Tourism Management, Durban University of Technology, 2017. / The purpose of this research study was to investigate the influence of service quality on the post-dining behavioural intentions of customers in a fine dining setting. The National Restaurant Association (2014 as cited in Ruggless 2014: 20 stated that the fine dining restaurant segment is constantly losing out on the restaurant industry market share. In order to remain competitive, restaurants need to tender service that meets the expectations of customers, as perceived service quality affects post-dining behavioural intentions (Prayag, Khoo-Lattimore and Sitruk 2015: 27). In an attempt to devise strategies to rescue the sinking fine dining restaurant segment, this research study developed a conceptual framework model and tested its paths through path analysis, using structural equation modelling. The research study modified a DINESERV scale to obtain primary data from respondents. The modified DINESERV attained a high reliability and validity score. It was further subjected to confirmatory factor analyses and all the KMO and Bartlett’s requirements for factor analysis were satisfied. Data was collected by means of self-administered questionnaires at Cargo Hold restaurant after agreement was reached with the management team. The convenience sampling method of data collection was applied. Diners were only given the questionnaire upon receipt of their consent to participate in this study. A total of 400 survey questionnaires were distributed. However, only 361 were deemed suitable for analysis. These 361 usable survey questionnaires represent a 90.25% response rate for this research study. Hypotheses were tested on a hybrid of structural equation modelling path analysis and Spearman’s correlation coefficients. The results showed a positive correlation between service quality and behavioural intentions, with customer satisfaction indirectly exerting a significant effect between these constructs. The research study concludes with implications and direction for future research. / M

The purpose of this study was to explore how students described the curriculum in the Introduction to Food Production class and how they perceived the curriculum prepared them for their future in the hospitality industry. The exploratory questions that guided the study were how do students describe the experiential learning curriculum in the Introduction to Food Production course, what ways do students perceive the curriculum in the Introduction to Food Production course prepares them for their future in hospitality industry, and what changes in the curriculum do students think might improve the Introduction to Food Production course and why? The theoretical framework for this study was based on Kolb’s experiential learning theory model (1984). Data collection methods were semi-structured interviews, student journals, and a researcher reflection journal. The cross-case analysis generated nine major themes: hands-on basics taught by professionals, memorable curriculum with useful application, challenging group work forced students to develop diverse insights, well designed facility for learning, gained confidence through memorable moments, observed industry best practices for success, connected to real world with hands-on methods, managerial skills needed for success in the future, and students desire more educational elements to the course and program. These nine themes summarize the students’ experiences in a hands-on teaching facility at the University of South Florida Sarasota-Manatee. Implications for practitioners and policy makers were described. Results of this study contributed empirical research on experiential learning theory and hospitality program curriculum. These results also add to the body of literature related to hands-on teaching activities, group work assignments, and industry-based projects.

This study examined Kirkpatrick’s training evaluation model (Kirkpatrick & Kirkpatrick, 2006) by assessing a sales training program conducted at an organization in the hospitality industry. The study assessed the employees’ training outcomes of knowledge and skills, job performance, and the impact of the training upon the organization. By assessing these training outcomes and their relationships, the study demonstrated whether Kirkpatrick’s theories are supported and the lower evaluation levels can be used to predict organizational impact. The population for this study was a group of reservations sales agents from a leading luxury hotel chain’s reservations center. During the study period from January 2005 to May 2007, there were 335 reservations sales agents employed in this Global Reservations Center (GRC). The number of reservations sales agents who had completed a sales training program/intervention during this period and had data available for at least two months pre and post training composed the sample for this study. The number of agents was 69 (N = 69). Four hypotheses were tested through paired-samples t tests, correlation, and hierarchical regression analytic procedures. Results from the analyses supported the hypotheses in this study. The significant improvement in the call score supported hypothesis one that the reservations sales agents who completed the training improved their knowledge of content and required skills in handling calls (Level 2). Hypothesis two was accepted in part as there was significant improvement in call conversion, but there was no significant improvement of time usage. The significant improvement in the sales per call supported hypothesis three that the reservations agents who completed the training contributed to increased organizational impact (Level 4), i.e., made significantly more sales. Last, findings supported hypothesis four that Level 2 and Level 3 variables can be used for predicting Level 4 organizational impact. The findings supported the theory of Kirkpatrick’s evaluation model that in order to expect organizational results, a positive change in behavior (job performance) and learning must occur. The examinations of Levels 2 and 3 helped to partially explain and predict Level 4 results.