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Articles by Chekitan S. Dev
Cornell: Hotel Brands’ Competitive Performance Mapping: A New Way to Identify Strong, Troubled and Weak Brands
Developing tools with which to assess brand performance is key to gaining an understanding of how a hospitality brand is performing in comparison with its competitive set. This article introduces a new method of competitive performance mapping, which ranks hotel brands’ performance based on the following four measures: revenue per available room, cumulative average growth rate, guest satisfaction, and franchise-fee data.
Cornell: A Conversation with Rajeev (Raj) Menon, President of Marriott Asia Pacific
Following a merger with Starwood Hotels (and with its own growth), Marriott Asia Pacific has become one of the largest hotel operators in the Asia Pacific region. While managing hotels in Asia has much in common with operations around the world, the region also has its own particular aspects, as explored in this discussion. In a conversation with Cornell University Professor Chekitan Dev, Marriott Asia Pacific president Rajeev (Raj) Menon explains his leadership strategy.
Cornell Research: Successful Service Branding: Lessons for Hospitality Managers
Hospitality brands today face a brutally competitive environment characterized by a “sea of sameness” that threatens to drive all brands in a race to the bottom.1 However, little empirical information exists on how to best manage service brands in general and hospitality brands in particular. We have long understood successful goods branding, but we have not studied how successful services branding differs from that of goods branding.
Hotel Brand Overload: The Coming Shakeout
The rise of brands has been the dominant trend in the global hotel industry over the past four decades. During this time, many hotel owners sought brand representation, while most brands themselves exited the business of owning or operating hotels. Starting with some three hundred brands at five price points, the hotel chains have repeatedly created brands that subdivided those price points.
Global Hospitality, Travel, and Tourism Trends: A Conversation with Hari Nair MMH '02, Expedia Group
At the opening session of the 2023 Global Hospitality Conclave held at The Oberoi in New Delhi, India, Professor Dev spoke with Hari Nair, senior vice president, lodging partners at Expedia Group, about the ten trends that are changing the world of hospitality, travel, and tourism, including changing customer profiles, shifting consumption patterns, intensifying competition, growing segmentation, dwindling differentiation, diminishing brand loyalty, evolving value orientation, escalating...
The Future of Hotels : 4Hoteliers
In the paragraphs below, I envision ways in which tech can innovate and enhance the guest experience throughout the guests’ 6 stage hotel journey: Imagine-Book-Stay-Report-Recommend-Return.
The Future of Hotels
Hotels have always been a high-touch low-tech business. Today, and into the foreseeable future, hotels are moving away from the pure ‘people serving people’ model towards a more high-tech low-touch business, and doubling down on digitalization. In the paragraphs below, I envision ways in which tech can innovate and enhance the guest experience throughout the guests’ 6 stage hotel journey: Imagine-Book-Stay-Report-Recommend-Return.
Hospitality Upgrade Magazine | Hospitality Technology News
Oracle is expanding the global rollout of its Oracle Hospitality OPERA Cloud Property Management System (PMS), today announcing plans to bring the system to 2,000 additional hotels under the Wyndham Hotels & Resorts portfolio by the end of next year. Currently, hundreds of Wyndham branded hotels are live on OPERA Cloud with franchisees using the system to simplify everyday hotel tasks, personalize guest experiences, and help boost revenue. read more
CHR Case Study: Hotel Il San Pietro di Positano: Strengthening an Extraordinary Independent Brand
It was mid-June 2022 and Vito and Carlo Cinque, two brothers at the helm of the world-renowned Italian 5-star hotel Il San Pietro (ISP) since 1996, had reasons to rejoice. Located in Positano on the Amalfi Coast, south of Naples, their 56-room iconic property was enjoying its best year, as unprecedented numbers of pandemic-exhausted travelers were flocking again to Positano.
How Hospitality Can Get Back To Business | By Chekitan S. Dev – Hospitality Net
A few months ago, travel forecasts were optimistic, growing, carefree.
Cornell Research Recap: The relationship satisfaction factor in successful brand-hotel partnerships | By Chekitan S. Dev – Hospitality Net
The more a hotel is required to make investments in brand standards, the more likely it is to engage in self-interested opportunism to recover investment costs and assert its independence, a new study co-authored by Chekitan Dev, professor of marketing at the School of Hotel Administration, shows. The study examines the relationship between key operating factors and opportunism on the part of brands and their hotel partners.
Help Save The Planet By Eliminating Hotel Bathroom Toiletries | By Chekitan S. Dev – Hospitality Net
What's the problem? Hotel bathroom toiletries are like 12 noon check in check out: an archaic practice that persists only because no one has thought to change it. When hotels first began to offer bathroom amenities, it was considered a 'luxury' item for use and something interesting to take home. This inertia is partially driven by hotel bathroom toiletry companies that are part of a billion-dollar business globally.
Do Dual-Branded Hotels Outperform Single-Branded Hotels? | By Chekitan S. Dev & Eva Steiner – Hospitality Net
Opinion Article23 January 2020 By Chekitan S. Dev, PhD, Professor of Marketing at Cornell University’s School of Hotel Administration in the SC Johnson College of Business and Eva Steiner, PhD, Assistant Professor of Real Estate at the Cornell University School of Hotel Administration, in the Cornell SC Johnson College of Business 1 min Dual brand AC Hotels and Residence Inn Frisco Dual branding of hotels has become a growing industry practice.
Do Dual-Branded Hotels Outperform Single-Branded Hotels?
Do Dual-Branded Hotels Outperform Single-Branded Hotels? Chekitan S. Dev | January 22, 2020 By Chekitan S. Dev and Eva Steiner Dual branding of hotels has become a growing industry practice. Beyond the potential marketing benefits of the dual-branding strategy, this paper tests whether dual-branded hotels operate more efficiently than comparable single-branded hotels (and therefore deliver better bottomline results).
Technology and brand building: Four smart practices for hotels | By Richard Swain and Prof. Chekitan S. Dev – Hospitality Net
Opinion Article 1 May 2019 By Richard Swain, Group Vice President, Brand Strategy & Identity at Huge and Chekitan S. Dev, Marketing and Branding Professor at Cornell University Comments As hotels and hotel brands look to compete in an increasingly congested brandscape, the rush to adopt new digital technologies to stand apart from the competition has resulted in many rushing headlong into adopting technology, sometimes with negative consequences. Richard Swain of Huge and Prof. Chekitan S.
Digital branding for hotels: The four E’s to success | By Lulu Raghavan and Chekitan S. Dev – Hospitality Net
Opinion Article 7 April 2019 By Chekitan Dev, Marketing and Branding Professor at Cornell University and Lulu Raghavan Comments Future winners and losers in hospitality will be determined based on how much they embrace digital to transform every aspect of their brand to create new, personalized, carefully curated and meaningfully differentiated emotional experiences for guests, write Landor’s Lulu Raghavan and Cornell’s Chekitan S. Dev.
What Do Hotel Guests Really Want? Anticipated Versus Actual Use of Amenities | By Chekitan Dev, Rebecca Hamilton, Roland Rust and Matthew (Matt) Valenti – Hospitality Net
Abstract: Hotels provide a lengthy menu of amenities based on the (largely accurate) perception that guests want those amenities and claim they will use them. While many guests do exactly that, a substantial percentage will "overpredict" which amenities they will use.
What Do Hotel Guests Really Want? Anticipated Versus Actual Use of Amenities
What Do Hotel Guests Really Want? Anticipated Versus Actual Use of Amenities September 25, 2018 8:29am by Chekitan S. Dev, Rebecca W. Hamilton, Roland T. Rust, and Matthew V. Valenti Abstract: Hotels provide a lengthy menu of amenities based on the (largely accurate) perception that guests want those amenities and claim they will use them. While many guests do exactly that, a substantial percentage will “overpredict” which amenities they will use.
Case Study: Prune the Brand Portfolio?
A fictional hotel company just finished a year-long, $9 billion acquisition, which means it’s now the second largest lodging company in the world with nearly 4,800 hotels and just over 1 million rooms in 100 countries. The merger left the firm with 21 brands in its portfolio, including a handful that overlap in terms of positioning, price tier, and geography.
Case Study: Should a Hotel Giant Eliminate Some Brands and Refocus?
A fictional hotel company just finished a year-long, $9 billion acquisition, which means it’s now the second largest lodging company in the world with nearly 4,800 hotels and just over 1 million rooms in 100 countries. The merger left the firm with 21 brands in its portfolio, including a handful that overlap in terms of positioning, price tier, and geography.
The Million Dollar Question - Cocktail Profitability and Recipe Deviation Cost
Million Dollar Question When is the last time you examined the relationship between production cost and recipe deviation rates or calculated cocktail profitability? It’s probably been a long time, if ever. Everyone is quick to tell you what they think about cocktail profitability, but reluctant to disclose why. Reluctant disclosure is pure speculation influenced by opinion. Unfortunately, speculation is the foundation for failure in the bar business. Two things are certain.
Cornell Report Highlights the Value of Hotel Amenities
Hotel owners and operators have long offered complimentary amenities to enhance their guests' stays and differentiate themselves from competitors. The decision of which amenities to offer is typically based on customer surveys, competitive position, and marketing and financial goals. While brand managers are eager to enhance their brands with all the latest and greatest amenities, owners are reluctant to pay for amenities that don't pay off.
Hotel Brand Standards: How to Pick the Right Amenities for Your Property
Abstract: Amenities specified by hotel companies' brand standards can become a point of contention between hotel owners and brand managers. At issue for the owner is whether offering a particular amenity justifies the expense, while brand managers are typically more concerned with maintaining consistent brand standards systemwide.
Customer Orientation or Competitor Orientation
This study of hotels representing thirty-seven brands from fifty-six countries uncovers the market conditions under which investing resources in specific market strategies leads to higher performance.
Which Features Increase Customer Retention?
Companies must make important decisions about which features to include in the goods and services they offer to customers. Understanding the return on investment (ROI) for a feature is essential to increasing profitability. Adding features increases costs, but it may increase revenues as well, either by attracting new customers or retaining existing customers.
Hospitality Branding in the Age of the Millennial
The past decade has seen exponential growth in hospitality brands making for an often confounding proliferation of options for travelers. According to Smith Travel Research, from hard to soft, boutique to lifestyle, consumers are looking at a choice of almost 1,000 hotel brands globally [1]. While the number of brand names has increased, the number of holding companies has decreased, the result of several significant mergers within the hospitality industry.
Brand Revitalization
In this essay, we discuss brand revitalization in the context of a revitalization process undertaken by of one of India’s iconic hotel brands: The Park Hotels. The leadership team of The Park Hotels, in collaboration with well-known brand-consulting firm Landor, undertook a two-year process to revitalize an already well-established brand in the face of severe competitive threat and changing customer tastes.
Winners and Losers during the Great Recession
One of the factors that separated winning hotels from losers in the recession was the hotels’ management of marketing expenses. By matching a group of 100 winners to 106 losers, based on high or low financial performance during the nadir of the recent recession, the study highlights the effects of marketing expenses as one primary driver of revenue and profit.
Looking Beyond RevPAR
A study of 396 North American properties operated by two hotel companies indicates that decisions about a hotel's size, its service orientation, its strategic orientation, its ownership arrangement, and its management arrangement significantly affect a number of labor-and capital-productivity measures.
Managing Hotel Brand Equity
Managing Hotel Brand Equity A Customer-centric Framework for Assessing Performance Abstract Here is how marketers can build a numerical index to gauge customers' perceptions of a hotel brand.
Service Innovation: Applying the 7-I Model to Improve Brand Positioning at the Taj Holiday Village Goa, India
The transformation of the Taj Holiday Village Goa from a three-star to five-star property can be conceived as a seven-step innovation management process, the 7-I model. The process resulted in the Taj becoming a market leader in Goa. The case traces the process using the 7-I model: inspiration, insight, ideation, initiative, implementation, invigilation, and investigation.
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