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Implementing HumanResource Innovations:Three Success Stories from the Service Industry by Justin Sun and Kate WalshT ExECuTivE SuMMary hree cases of innovative hospitality industry human resources practices demonstrate that innovation is often a function of how well an idea is implemented, even if it is not necessarily brand new. The programs explained in this report have been creatively and attentively executed in such a way that distinguishes their companies from competitors.The innovators are as follows: Fairmont Hotels & Resorts, which has developed an employee-recognitionprogram dubbed “Service Plus” to acknowledge consistent excellence by offering rewards that arespecifically meaningful to employees; McDonald’s, which has implemented sales-promotion incentivesthat both drive product sales and encourage employee retention; and Sodexo, which uses as manysocial media platforms as possible to attract and engage potential employees to brand itself as a desirableemployer.4 The Center for Hospitality Research • Cornell University
abouT ThE auThorS Justin Sun, a graduate of the Cornell School of Hotel Administration, is pursuing a Master of Industrial and Labor Relations at Cornell (firstname.lastname@example.org). While at the School of Hotel Administration, Justin was president of the Cornell Hotel Society, Collegiate Chapter; a communication center consultant; and a teaching assistant for human resources and organizational behavior courses. His previous experience includes being a part of the reopening team for New York’s Plaza Hotel and working in human resources at The Westin New York at Times Square. Kate Walsh, Ph.D., C.P.A., is the Fred G. Peelen Professor of Hospitality Global Strategy and an associate professor of management at the School of Hotel Administration (email@example.com). Her primary research is in the area of services management, and she also conducts research examining the role of strategic human resource initiatives on organizational performance. In addition to contributing to numerous books, she has published in such outlets as Journal of Management, Journal of Service Research, Journal of Vocational Behavior, Human Resource Management Review, Organization Science, Trends in Organizational Behavior, Research in Management Consulting, Journalof Applied Behavioral Science, The Learning Organization, International Journal of Hospitality Management, and the Cornell Hospitality Quarterly. Prior to her academic career, she worked for Nikko Hotels International, Bristol Hotels, and Loews Corporation.Cornell Hospitality Report • February 2011 • www.chr.cornell.edu 5
CornEll hoSpiTaliTy rEporTImplementing Human ResourceInnovations:Three Success Stories from the Service Industry by Justin Sun and Kate WalshI n an effort to identify and examine innovative human resources practices in the hospitality industry, we present three case studies of organizations that have developed and implemented programs or tools to support their HR and business strategies. The three companies featured here are Fairmont Hotels and Resorts, McDonald’s, and Sodexo. All three firms implementedtheir practices with an impressive attention to detail that made the innovation successful. FairmontHotels and Resorts focuses on acknowledging consistent employee excellence by offering customrewards and other incentives through its “Service Plus” recognition program. McDonald’s offers a suiteof programs intended to encourage employee retention, most notably a collaboration among franchiseesand advertising companies to provide employee sales incentives that not only reduce turnover but alsoincrease sales for specific products. Sodexo utilizes social media to expand access to top talent and toenhance communication between current employees and prospective job candidates. . In addition to describing the development of each practice, we outline how each was executed.Perhaps most critically, we explain how each practice is measured. We highlight these practices asinnovative because of the way that they have been implemented and tailored to meet the particularneeds of each organization—even though similar practices may exist elsewhere.6 The Center for Hospitality Research • Cornell University
FairMonT hoTElS & rESorTS: Fairmont extended itsEngaging Colleagues through RecognitionPrograms “Service Plus” employeeThe Practice: Fairmont Hotels & Resorts has implemented a recognition program system-multi-faceted recognition program called “Service Plus” thatis designed to reward its employees—whom Fairmont refers wide by conducting focusto as “colleagues”—for bringing to life the company’s missionof “turning moments into memories” for guests, and for de- groups to see what kind oflivering “engaging service” that is aligned with the company’sbrand promise. While many firms have excellent employee- rewards meant the most torecognition programs, the Fairmont Service Plus initiative is top employees.particularly all-encompassing and effective. Why the Practice Was Developed: Fairmont wanted tostrengthen its worldwide culture of recognition and serviceexcellence. The Service Plus program was designed in col-laboration with Globoforce, a worldwide leader for strategicrecognition platforms. After obtaining feedback on ways thatemployees would like to see recognition improved, Fairmontbuilt on its existing recognition programs to strengthen itsservice-oriented culture of colleague appreciation. The goal ofthe new program was to inspire employees at all levels of theorganization around the world to execute on the company’spromise of delivering engaging service to guests. ServicePlus assists the brand in extending its global presence whileencouraging employees to celebrate the daily contributionsmade in the workplace.ExecutionThe Approach to Implementation: Fairmont recognizes eachof its employees as being brand ambassadors who are thedriving force behind the company’s brand promise, which isto provide guests with experiences that are authentically localin hotels of unrivalled presence with service that is thought-ful and engaging. The company’s desire to extend this servicephilosophy to the employee level led Fairmont to conduct athorough evaluation of its employee-recognition efforts toidentify areas for improvement. Although Fairmont already had a program in place torecognize employees for their exceptional work, focus groupfeedback identified opportunities for the company to launcha formal recognition program on a more global scale. Em-ployees indicated that they wanted additional opportunitiesto recognize peers and team members for performing acts ofmemorable service in any area of the hotel. Survey feedback showed that although employeesadmired the company’s existing recognition efforts, theywanted to ensure that individuals who received monthly andquarterly performance awards were consistent high perform-ers. Employees also felt that the rewards presented to them asrecognition for their efforts were not always culturally appro-Cornell Hospitality Report • February 2011 • www.chr.cornell.edu 7
priate, so the company’s rewards were not always translating floor, and an employee at another property took her motherinto increased motivation or engagement. to London. Hotel Stars and Leaders are also candidates to Fairmont sought to restructure its recognition program become “Company Stars (or Leaders) of the Year.”by ensuring that all countries in which the company had a Employees who demonstrate thoughtfulness andproperty were included in the program. Changes to the rec- creativity in delivering engaging service to guests may winognition program were designed to support the company’s the “Memory Maker” award, a certificate that again can bemission and brand promise, while also addressing the needs redeemed from a merchant of the employee’s choice.of Fairmont’s diverse workforce. In addition to the recognition programs we have de- To limit shipping costs, Fairmont enabled Service Plus scribed, Fairmont employees can also receive “Bravograms,”award winners to select their reward from a website or by which are notes that colleagues can write to each other atcalling a toll-free number. The new reward structure has any time to recognize them for even the smallest acts deserv-saved overhead costs and allowed employees to personalize ing of attention. For instance, a manager who stays late aftertheir recognition moments to create their own meaning- work late to assist another colleague with a challenging guestful memories, as well as having access to a larger variety of issue might be issued a Bravogram in recognition for goingrecognition rewards. above and beyond in serving guests. A copy of the Bravo- Fairmont promoted Service Plus via a global commu- gram is given to the colleague, and a second copy is placednications campaign that entailed a formal program launch, on bulletin boards or in an area visible to other employees.monthly recognition celebrations, Service Plus pins for star The simple yet powerful recognition provided by Bravo-employees, and a ballot box to allow guests to nominate out- grams continues to make employees feel valued for theirstanding employees. The focused efforts to promote Service efforts.Plus and the commitment from senior leadership to enhanc- Outcomesing recognition helped to ensure a successful implementa-tion of the program. Since Service Plus was launched in 2007, Fairmont has seen In addition to the guest ballot box, colleagues and significant improvements in employee recognition andmanagers may also nominate employees who they believe engagement, which is a core element of the company’s phi-epitomize the company’s mission of “turning moments into losophy, as shown through employee surveys and qualitativememories” for guests. In addition to the “Star of the Month feedback.Award,” managers can be nominated for the “Leader of the Employees can now be recognized for turning specificQuarter Award,” both of which emphasize consistently out- moments into memories for guests, as embodied in thestanding performance. corporate mission. For instance, at The Fairmont Le Château Each property’s “Star of the Month” program is run Frontenac, a guest services agent provided two little girlsby a committee made up primarily of front-line staff. The personalized attention by dressing up as a princess and giv-committee is chaired by a Service Plus president, who is also ing the girls a private tour of the hotel. She did this after thea front-line employee. Allowing employees the opportunity two girls had asked to see the “princess of the castle” whento nominate their peers for awards ensures that employees they checked in. The employee found a “princess dress” inwho do not have direct interaction with guests can also be the linen room, and ingeniously fulfilled the girls’ wish. Therecognized for their efforts. girls’ family notes that this stay at the hotel is one that they “Star of the Month” awards are presented by the prop- will always remember in light of the special attention thaterty’s general manager and director of human resources at a they received.formal reception each month. Stars of the Month receive an The awards received by Fairmont continue to validateawards package that includes a personalized thank-you letter the success the company has had at creating a service-ori-from the general manager, an inscribed plaque, a “Service ented culture portfolio wide. In a Business Week article andPlus” pin, and a Service Plus gift certificate. J.D. Power & Associates survey published in March 2008, Employees who are chosen as “Star of the Month” are Fairmont scored third place overall out of fifty top provid-then eligible to be selected as “Hotel Star of the Year,” and ers of customer service across a variety of industries in themanagers who are selected as “Leader of the Quarter” can Customer Service Champions survey. Maclean’s magazinebe named “Hotel Leader of the Year.” Recipients of these also consistently rates Fairmont as one of Canada’s top 100prestigious awards can take a five-day all-expense-paid trip employers. Contact:for two to a Fairmont hotel or resort of their choice, or they Matt Smithcan use an equivalent amount of money to create their own Executive Director, learning & Developmentcustomized prize. For instance, an employee at one property Fairmont hotels & resortsused her award money to obtain a long-desired new kitchen8 The Center for Hospitality Research • Cornell University
MCDonalD’S CorporaTion: McDonald’s combinesEmployee Retention and Sales IncentivesThe Practice: McDonald’s USA uses numerous internal employee-retention programspromotional programs that are intended to reduce employeeturnover and, at the same time, to encourage employees to with incentives for employeespromote specific products within its stores. As is the case to promote selected menuwith many McDonald’s corporate programs, these promo-tions are operationalized by the company’s franchisees, who items, thus boosting salesare owner-operators of McDonald’s restaurants. Many ofthese operators collaborate with advertising companies to and providing bonuses forprovide employee incentives to promote certain menu items.Suppliers’ advertising agencies and franchisee advertising employees.programs, supplemented by the chain’s national advertis-ing budget, allocate a portion of their marketing funds toprovide financial stipends intended to encourage employeesto market items that are concurrently being promoted viabillboards, commercials, and other forms of advertising.Employees may be rewarded with an assortment of prizesbased upon their ability to increase sales for a particularproduct. In another turnover-reduction practice, McDon-ald’s Corporation encourages franchisees to distributemerchandise-discount cards, known as Gold Cards, to selectemployees. First we explain the product promotion initiative,as it is operated by a St. Louis franchisee, and then we touchon the Gold Cards. Why the Practice Was Developed: McDonald’s owner-operator Michael Proctor implemented the advertising-based incentive programs for his St. Louis restaurants toenhance his restaurants’ marketing efforts. The incentivesencourage employees to promote specific items to customers,especially at the drive-through, since this channel has thehighest volume. Proctor monitors sales activity for targetedproducts (as do other owner-operators using this program).When employees exceed sales goals for specific items, theyare rewarded for their performance. The funding for this program comes in part fromfranchisees’ advertising co-operatives, which decide on localpromotions and advertising campaigns, and in part fromMcDonald’s national advertising accounts. The co-operativesmay set aside a portion of funds to reward general managersfor reaching performance goals, and the GMs in turn recom-mend incentives that reward specific employees for promot-ing menu items by word-of-mouth to customers.ExecutionThe Approach to Implementation: McDonald’s national ad-vertising campaigns are supported by the company’s opera-tors’ national advertising fund, which draws its funds from apercentage of franchisee sales. The national fund purchaseschain-wide advertising, while the advertising cooperativeshandle local level advertising.Cornell Hospitality Report • February 2011 • www.chr.cornell.edu 9
For the restaurants that he owns and operates, Proctor tive pay and benefits; training, learning, development, andworks with managers and supervisors to create competi- personal growth; and resources to get the job done. Thetions between restaurants that are intended to motivate principle of respect and recognition, for instance, mandatesemployees to increase product sales. For example, the goal that employees be recognized and rewarded in a variety offor one month may be to increase the number of frappes different ways. McDonald’s People Promise is that manage-sold, and the following month may focus on increasing the ment will “value each and every employee, their growth andnumber of Angus burgers sold. Proctor and other franchi- their contribution—every day in every way.”sees encourage employees to offer customers free samples of Rewarding employees for top performance does notproducts to encourage customers to purchase the products. have to be difficult, as shown by the wide variety of com- Proctor encourages managers to be creative in de- petitions, recognition programs, and incentive systemssigning reward programs that reinforce desired behaviors. used by McDonald’s operators, such as Michael Proctor. InIncentives for achieving goals might include plane tickets food-service positions in which completing the same tasksor gift cards for employees, or a more entertaining reward, repeatedly can be perceived as dull and mechanical over time,such as when employees are picked up from their home in incentive programs can go a long way in driving employeea limousine and taken to a shopping mall for a shopping performance.spree. Contact: As we mentioned above, the product promotion incen- Michael proctortives are just one mechanism that Proctor and other fran- McDonald’s owner/operatorchisees use to encourage employee retention. Another is the 4621 South KingshighwayGold Card program, which provides discounts to employees Saint louis, Mo 63109on products and services at a wide variety of popular retail Tel: (314) 565-8733and online stores, such as Apple, Best Buy, Dell, T-Mobile, firstname.lastname@example.org Foot Locker. Gold Cards can be one of the rewards formeeting sales goals, but they also are awarded for workingat McDonald’s for a given length of time.OutcomesThese employee recognition programs have helped Proctorretain employees and reduce turnover. Proctor cites Mc-Donald’s incentive systems, combined with training and ed-ucation programs, for helping his operation to maintain lowturnover rates. This includes the inter-restaurant competi-tions to achieve certain goals and objectives, which foster asense of teamwork among employees, and strong trainingefforts to build employees’ knowledge of menu items. By is-suing new challenges—from increasing total sales to sellingmore units of a particular item—Proctor helps employees tofind that their work is fun and exciting. Proctor’s efforts are well-supported by his franchi-sor. Part of the reason for employee recognition and theproduct-promotion campaign is that McDonald’s realizesthat employees can sell products by word of mouth in waysthat billboards or TV advertisements cannot. So employeerecognition is an essential component of each restaurant’sdaily operations. The company’s belief that customer satis-faction begins with the attitudes and abilities of employeeshas encouraged management to find creative perks to rein-force positive behaviors in the workplace. Proctor attributes the success of his operation to theimplementation of McDonald’s Five People Principles,which are coupled by a “People Promise.” The five principlesare respect and recognition; values and behaviors; competi-10 The Center for Hospitality Research • Cornell University
SoDExo: Sodexo’s intense use of socialUsing Social Media to Enhance EmploymentBranding Efforts media has helped developThe Practice: Sodexo, a worldwide leader in food-serviceand facilities management, is a model of excellence in re- a pool of nearly 160,000cruiting via social media. The company uses multiple social potential employees.networking sites to advertise new career opportunities, tonetwork with other company recruiters, and to maintainconstant communication with potential candidates. Socialmedia allow interested job seekers to learn about Sodexo’scompany culture, the personal and professional benefitsof working for the company, and new company initiativesas part of a wealth of information provided to prospectiveemployees. Why the Practice Was Developed: When Arie Ballbecame vice president of sourcing and talent acquisition in2004, she and her team sought to establish a more engagingpresence in social media to source, attract, and recruit toptalent. Her goals were to improve the candidate experienceand to enhance Sodexo’s employment brand.ExecutionThe Approach to Implementation: Sodexo’s social mediaprogram began in earnest shortly after the company changedits name from Sodexho Alliance in 2008. Its new brand-ing and marketing initiatives also required new web searchterms. Curious about the impact of social media on staffing,Ball and her talent acquisitions team launched the company’sfirst careers blog at the time of the name change, in January2008. The blog covered issues on staffing and HR, in addi-tion to corporate citizenship, technology, and culture. Although the blog was initially accessible only inter-nally, Ball then took it public, with the assistance of KerryNoone, a marketing associate with a background in brand-ing. Noone’s success in managing the blog encouraged Ballto extend Sodexo’s presence to other media sites, includingFacebook, LinkedIn, YouTube, and Twitter. As Sodexo became more comfortable with using eachsocial media site, the firm’s individual recruiters began to ex-periment with using the sites to support their staffing needs.Sodexo recruiters started to link to one other’s profiles oneach site and to support one another in identifying top talentto fill positions within the company. As recruiters extendedtheir networks with potential candidates on each site, theydeveloped an extensive talent pool that they could use tofulfill their immediate and long-term hiring needs. The objective in using social media was to hire, retain,and engage top talent while becoming actively involved inproviding candidates the best overall recruitment experience.As Sodexo established its presence on each social mediasite, the company trained its recruiting team to use eachCornell Hospitality Report • February 2011 • www.chr.cornell.edu 11
site to network and communicate with potential candidates. In addition to attracting new talent, Sodexo has alsoGenerating excitement among the company’s talent acquisi- used its social media presence to retain or repatriate em-tion team about using social media encouraged recruiters to ployees. When a chef in Florida (who had previously workedtalk actively with candidates around the world about career for Sodexo) tweeted his plan to find a new job, for instance,opportunities. the firm moved quickly to find the chef a position back at Job openings are listed on Sodexo’s Facebook fan page, Sodexo. The recruiting team has also been able to use Twit-and Sodexo allows job candidates to communicate with ter combined with other social media tools to recruit newrecruiters about what working at Sodexo is like and to ask senior-level employees for the company.questions about jobs. Applicants who have a Facebook ac- Although social media have played a major role incount can post their comments and questions about Sodexo Sodexo’s success at attracting job candidates, Sodexo at-to the company’s wall or discussion board, and recruiters tributes its recruiting efforts to multiple branding efforts.can respond to postings that are made available for all Face- For instance, while applicants may first hear about Sodexobook users to see. through the company’s career page on LinkedIn, they may Sodexo’s use of Facebook provides a convenient and also have heard about it through word-of-mouth or throughinexpensive way for the company to advertise and to obtain viewing print advertisements. Accurately tracking hires fromsincere feedback and questions from job candidates. Since a the first point of contact to the eventual hire can be difficultlarge number of individuals applying for jobs at Sodexo have due to the multiple media through which candidates may beFacebook accounts, using Facebook has proven to be an ef- exposed to Sodexo. Thus, Sodexo views social media as onlyfective means of communicating with job seekers. one piece of the puzzle in attracting job seekers and main- Sodexo’s debut on YouTube, in November 2007, came taining their interest in the company (and that is the reasonabout when company interns created a video about the for asking how new hires first heard of the firm).company’s Future Leaders Internship Program. The positive For its social media efforts, the company has experi-feedback received from the initial posting of the video led enced only benefits and positive feedback from job seekers,the organization to add additional videos on Sodexo’s men- who have lauded Sodexo for providing multiple communica-toring and diversity initiatives. The videos have proven to be tion channels. Job candidates have expressed their apprecia-an excellent way for potential candidates to learn about the tion for Sodexo’s social media sites that have made theircompany’s corporate culture and values, in addition to what overall recruitment process more interactive and enjoyable.working at the company is like. By the same token, Sodexo’s recruiters are able to do a more The company started tweeting in November 2008, after effective job at staffing, because they can focus on job specif-Ball saw Twitter’s potential and provided a live demonstra- ics using whichever medium the job seeker prefers to use. Bytion of how to use the tool for communicating with job obtaining feedback from job seekers about their recruitingapplicants at the company’s annual talent acquisition group experiences and perceptions of Sodexo, recruiters are able tomeeting. Over fifty recruiters at Sodexo now use Twitter to fine-tune the overall job candidate experience.share and expand their networks. While recruiters are encouraged to use social media to candidly share their thoughts about working at Sodexo,Outcomes certain issues that concern proprietary information for aUsing social media to attract interested job seekers has prov- publicly traded company cannot be posted on social mediaen to be an effective recruiting strategy for Sodexo. The firm sites. Recruiters must ensure that the content that they arehas created more positive experiences for job candidates, sharing is related to Sodexo’s employment brand. Beyondstrengthened its employment brand, and increased traffic to that limitation, Sodexo has made a conscious effort to allowits career site. The company attributed a tripling of traffic to almost any type of discussion—either positive or negative—its official careers site by mid-summer 2008 to its enhanced to take place through its social media channels as long as thesocial media recruiting practices. Sodexo tracks the number discussions are not offensive and serve to enhance readers’of unique visitors to the site to monitor how many users are knowledge of what working for Sodexo is like.visiting for the first time. The company, which employs over As a result of Sodexo’s investment in its careers blog and120,000 employees, continues to monitor the effectiveness other social media sites, the company has built a strong tal-of its recruiting tools, tracing hires to social media recruit- ent pool of nearly 160,000 people who have expressed inter-ing by asking employees during the interview process how est in working for the firm. Sodexo continues to experiencethey first heard about Sodexo and career opportunities at other efficiencies, including saved time and money from notthe company. In this way, Sodexo can identify which online having to rely heavily on job boards and print and electroniccommunities are most popularly used by job applicants. advertising.12 The Center for Hospitality Research • Cornell University
Insights SourcesThe case of Sodexo is particularly timely, because it demon- http://www.ere.net/2009/04/21/tripling-traffic-to-your-strates how social media tools can be mutually beneficial for careers-site-with-a-facebook-account/employers and candidates. Sodexo’s strong culture of innova- http://fohboh.com/profiles/blog/show?id=1411008%3ABlogtion within its talent acquisition group encouraged the com- Post%3A320113pany to seek new ways to maintain its competitive advantage http://www.gradtogreat.com/tips_advice/QA-michelle_in the market for talent. The company’s view of social media thomas_apr09.phpas a means to explore and to expand its reach has helped So- http://images.businessweek.com/ss/09/10/1006_twitter-dexo to become a leader in using social recruiting to source ville/3.htmand attract top talent. http://www.ere.net/2009/05/19/social-media-the-public- Although the future direction of social media is uncer- and-the-private/tain, Sodexo is ready to respond to changes in technology http://media.www.srumosaic.com/media/storage/paper658/and to embrace any social media tools that arise. Meantime, news/2010/04/28/Opinion/Sodexo.Looks.For.Suggestions.through using marketing metrics, Sodexo is able to track From.Students.On.Facebook-3914570.shtmlthe return on investment of its social media, especially sinceeach site offers different features. Conclusion Based on her seasoned expertise in social recruiting, Whether it be recognizing employees’ contributions to theBall recommends being honest, genuine, and responsive service mission, rewarding them for supporting productwhen using social media tools. She believes that consistency promotion, or finding outstanding employees, these threeis key when marketing an organization’s brand through each companies have found ways to benefit from paying closeof its social channels (and, indeed, any channel). Sodexo, for attention to the needs and wants of their employees. None ofexample, uses the same name, “Sodexo Careers,” on each of these ideas is entirely groundbreaking; yet their seamless ex-its sites, so that candidates can easily identify Sodexo across ecution ensures their success. All three companies identifiedeach of its social spaces. a salient business need and implemented a comprehensive Ball also suggests that employers personalize social set of interrelated practices to meet that need. The supportmedia sites to keep them fresh. For instance, individuals of the concept from those in operational roles was criticalwho follow Ball on Twitter or who are Facebook fans may to implementation. These companies provide a reminderknow that she is a major Red Sox fan. To avoid creating an that through close attention to detail, employees’ needs andimpersonal site, Ball recommends against copying and past- wants can be addressed in basic, yet important ways thating corporate press releases into sites. provide a source of advantage for all. Finally, being responsive is the most critical aspect We close this report with a special thanks to the innova-of utilizing social media effectively. For instance, Sodexo tors featured in this report—particularly those who agreedensures that recruiters respond to every Facebook wall post to be interviewed and to share the details of their concepts.or discussion question, because the company wants potential We thank them for their generosity in sharing their in-candidates to know that real people are ready to help at all sightful ideas, which have supported their organizationstimes. Candidates who receive responses to their questions in becoming among the most successful in the hospitalityor comments will be more engaged in Sodexo’s brand, and industry. We hope that the innovations presented in thisthey will be more likely to return to Sodexo’s sites to obtain report demonstrate how creative thinking in implementingnew information on the company. fundamental concepts allows human resource decision mak- Although social media continue to evolve, they will ers to be more effective as strategic business partners. nremain a valuable recruiting tool that creates a relationshipwith potential hires. Because social recruiting tools can becost efficient, convenient, and effective for engaging toptalent, it seems a reasonable prediction that hospitality HRprofessionals will be able to utilize social media to supportstaffing strategies for years to come.Contact:arie ballvp, Talent acquisitionSodexoarie invites you to connect with her on Twitter, linkedin and Facebook. Cornell Hospitality Report • February 2011 • www.chr.cornell.edu 13
Cornell Center for Hospitality ResearchIndexwww.chr.cornell.edu2011 Reports Vol. 10 No. 13 Making the Most of Vol. 10, No. 6 Integrating Self-service Priceline’s Name-Your-Own-Price Kiosks in a Customer-service System, Channel, by Chris Anderson, Ph.D., and byTsz-Wai (Iris) Lui, Ph.D., and GabrieleVol. 11 No. 3 Compendium 2011 Shijie Radium Yan Piccoli, Ph.D.Vol. 11 No. 2 Positioning a Place: Vol. 10, No. 12 Cases in Innovative Vol. 10, No. 5 Strategic Pricing inDeveloping a Compelling Destination Practices in Hospitality and Related European Hotels, 2006–2009, by CathyBrand, by Robert Kwortnik, Ph.D., and Services, Set 4, by Cathy A. Enz, Ph.D., A. Enz, Ph.D., Linda Canina, Ph.D., andEthan Hawkes, M.B.A. Rohit Verma, Ph.D., Kate Walsh, Ph.D. Mark Lomanno Sheryl E. Kimes, Ph.D., and Judy A.Vol. 11 No. 1 The Impact of Health Siguaw, D.B.A Vol. 10, No. 4 Cases in InnovativeInsurance on Employee Job Anxiety, Practices in Hospitality and RelatedWithdrawal Behaviors, and Task Vol. 10, No. 11 Who’s Next? An Analysis Services, Set 2: Brewerkz, ComfortDelgroPerformance, by Sean Way, Ph.D., Bill of Lodging Industry Acquisitions, by Taxi, DinnerBroker.com, Iggy’s, JumboCarroll, Ph.D., Alex Susskind, Ph.D., and Qingzhong Ma, Ph.D., and Peng Liu, Ph.D. Seafood, OpenTable.com, PriceYourMeal.Joe C.Y. Leng com, Sakae Sushi, Shangri-La Singapore, Vol. 10, No. 10 Cases in Innovative and Stevens Pass, by Sheryl E. Kimes,2010 Reports Practices in Hospitality and Related Ph.D., Cathy A. Enz, Ph.D., Judy A. Services, Set 3: Cayuga Sustainable Siguaw, D.B.A., Rohit Verma, Ph.D., and Hospitality, Chic & Basic, JetBlue Airlines Kate Walsh, Ph.D.Vol. 10 No. 18 How Travelers Use Jumeirah Essex House, The Ritz-CarltonOnline and Social Media Channels to Hotel Company, Runtriz, The Seaport Vol. 10, No. 3 Customer PreferencesMake Hotel-choice Decisions, by Laura Hotel, Thayer Lodging, TripTelevision, and for Restaurant Brands, Cuisine, andMcCarthy, Debra Stock, and Rohit Verma, Xsense Experiential Design Consulting, by Food Court Configurations in ShoppingPh.D. Cathy A. Enz, Ph.D., Rohit Verma, Ph.D., Centers, by Wayne J. Taylor and Rohit Kate Walsh, Ph.D. Sheryl E. Kimes, Ph.D., Verma, Ph.D.Vol. 10 No. 17 Public or Private? The and Judy A. Siguaw, D.B.A.Hospitality Investment Decision, by Vol. 10, No. 2 How Hotel Guests PerceiveQingzhong Ma, Ph.D. and Athena Wei Vol. 10, No. 9 Building Customer Loyalty: the Fairness of Differential Room Pricing,Zhang, Ph.D. Ten Principles for Designing an Effective by Wayne J. Taylor and Sheryl E. Kimes, Customer Reward Program, by Michael Ph.D.Vol. 10 No. 16 Best Practices in Search McCall, Ph.D., Clay Voorhees, Ph.D., andEngine Marketing and Optimization: Roger Calantone, Ph.D. Vol. 10, No. 1 Compendium 2010The Case of the St. James Hotel, by GregBodenlos, Victor Bogert, Dan Gordon,Carter Hearne, and Chris K. Anderson, Vol. 10, No. 8 Developing Measures for 2010 Roundtable Retrospectives Environmental Sustainability in Hotels: Vol. 2, No. 1 Sustainability RoundtablePh.D. An Exploratory Study, by Jie J. Zhang, 2009: The Hotel Industry Seeks the Elusive Nitin Joglekar, Ph.D., and Rohit Verma, “Green Bullet.”Vol. 10 No. 15 The Impact of Prix Fixe Ph.D.Menu Price Formats on Guests’ DealPerception, by Shuo Wang and Michael Vol. 10, No. 7 Successful Tactics for 2010 Industry PerspectivesLynn, Ph.D. No. 6 The Future of Meetings: The Case for Surviving an Economic Downturn: Results of an International Study, by Face to Face, by Christine Duffy and MaryVol. 10 No. 14 The Future of Hotel Beth McEuen Sheryl E. Kimes, Ph.D.Revenue Management, by Sheryl Kimes,Ph.D. No. 5 Making Customer Satisfaction Pay: Connecting Survey Data to Financial Outcomes in the Hotel Industry
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