Arts, Sciences &Technology University in Lebanon

Faculty of Business Administration

Final Year Project

Submitted in partial fulfillment of the requirements for the

Bachelor of Business Administration

Effect of Technology in the Hotel Sector on Guest

Satisfaction
Prepared by:

Leila Jawhar

Supervised by:

Zeina Abdallah Hassanein

Lebanon Beirut Cola

 DEDICATION

This project is dedicated to my amazing instructors who

taught me all the courses I took at AUL university including
Dr. Wissam Al Masri, Dr. Souad Matraji, and Dr. Hannan
Oueini. Also to my parents for being supportive. In addition to
all my friends specifically who was my biggest motivation
Kareem Tabbara.
 ACKNOWLEDGEMENTS

First, I would like to thank my instructors who helped me reach the point I am
at now. Second I give big thanks to AUL management for providing this
wonderful study environment that brings out the most potential from within the
students. Finally, I want to thank my friend and family for always being around
when I need them.
TABLE OF CONTENTS

ABSTRACT ..................................................................................................................... 1

I. CHAPTER I
1.1 Introductory paragraphs ............................................................................................ 2
1.2 Statement of the problem .......................................................................................... 3
1.3 Purpose ...................................................................................................................... 3
1.4 Significance of the study ........................................................................................... 3
1.5 Research question and hypothesis ............................................................................. 4

II. CHAPTER II
2.1 Literature review ..............................................................................................5

III. CHAPTER III – Methodology

3.1 Introduction ....................................................................................................29
3.2 Purpose of the Research ..................................................................................29
3.3 Primary and Secondary Data ..........................................................................30
3.4 Population and sampling .................................................................................31
3.5 Instrumentation ...............................................................................................31
3.6 Procedure and time frame ...............................................................................31
3.7 Validity and reliability ................................................................................... 32
3.8 Assumptions ................................................................................................... 32
3.9 Scope and limitations ..................................................................................... 33

IV. CHAPTER IV – Results

4.1 Diagrams and Graphs ..................................................................................... 34

V. CHAPTER V - Conclusions and recommendations

5.1 Conclusion and Findings ................................................................................ 48
5.2 Recommendations .......................................................................................... 52

VI. REFERENCES .................................................................................................... 53

VII. APPENDIX ......................................................................................................... 54

 Abstract

The following project will be a study about technology use in hotel industry and its relation to
guest satisfaction. The purpose of this study is to highlight the importance of technology use
in hotels for the people who work within this sector of hospitality to raise awareness. There is
a discussion in the literature review of scientific articles and book done by the following
authors mentioned in the references at the end of the project. The literature review discussed,
criticized, and restated what the previous researches had to say. In conclusion of the literature
review, technology has offered so much enhancement the guest service and satisfaction, in
addition to increased profit and better cost control. The technology has offered many aspects
but the most important one that made the guests able to enjoy an unforgettable personalized
experience is technology driven guest profiling which is the focus of the study upon small
discussions of other aspects. There was also a brief introduction of the history of hotels and
history of technology throughout many different sectors and times. Then there is a study
obtained from Lebanese people with 20 questions in order to help reach more up-to-date data
related to technology in hotels currently. The results were presented, analyzed, and
afterwards a recommendation was given upon the results of the survey.

Keywords: Technology, data, profiling, satisfaction, applications.

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 Chapter 1
I.1 Introduction:

Everything in the world from the beginning of time either starts to evolve and innovate or
disappears from existence when it is not useful or when there is a substitute. Yet, one thing
that might never ever have a substitute or disappear is technology as it has been the key of
innovating everything. Technology itself has been innovating ever since it started and is
almost used for everything. No manufacturing depends on machines, medications depends on
professional technological tools to be discovered and made, and many other sectors have
been depending on the use of technology for better efficiency and effectiveness. As
technology has made its way into many sectors it has definitely reached hospitality sectors
especially hotels Cobanoglu, Berezina, Karsavina &Erdem (2011).

There are many industries and businesses going around worldwide, one of them being the
Hotel Industry and its idea spread globally. Guest satisfaction is a crucial aspect of customer
or consumer satisfaction, as it refers to the post-purchase evaluation of room and service
quality compared to pre-purchase expectations. Cobanoglu, Berezina, Karsavina &Erdem
(2011). Customer satisfaction directly impacts customer loyalty, and various studies have
investigated the relationship between service quality, satisfaction, and customer loyalty.
However, satisfaction does not necessarily mean a customer will return to a property.
Reasons for this could include preferring to explore different areas, seeking new experiences,
or being influenced by better deals. Service quality has a significant impact on customer
satisfaction and loyalty. Thus, recently hotels have been incorporating the use of technology
in hopes of enhancing the service given to their guests.

There is a need to improve guest service within the hotel industry, this caused the industry to
undergo a technology-driven transformation. Galina Hristina, Velina (2017). Barriers and
difficulties might hinder successful implementation of information technology in a hotel
organization. Such barriers include employees’ willingness, ability and managers’ support,
customers’ attitude and expectation. The cost of innovation, resistance from owners,
resistance to change, training issues, pace of advances in new technology, time and budget
constraints are some of the other barriers. The goal of this study is to address the impact of
the use of technology on the hotel guest service.

According to Filipova (2017) technologies enhance tourist satisfaction by providing faster,

personalized service, providing customer data, and contributing to increased profits and

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recognition in the hospitality industry. According to Cobanoglu (2011) various in-room
technologies are being employed to provide a more positive guest experience. Also Ezzaouia
& Gidumal (2022) stated that the increasing use of IT in business processes has led to lower
costs and higher revenues, thereby improving the financial performance of hotels that have
adopted useful IT tools.

I.2 Statement of the Problem:

The reason for choosing this topic is the existence of a certain question. As technology has
always been evolving all the new generations such as millennials, generation X, generation Z,
and baby boomers have been mostly accepting the fast evolution of technology and its use in
modern days. On the other hand, the older generations such as generation alpha, and the
greatest generation have been having a hard time coping with technology. The problem is
how well effective is technology when it comes to guest satisfaction. Does technology effect
the guest satisfaction at all? If it does affect it to what extent exactly? Does it have a positive
outcome or a negative outcome? Are different generations responding the its effect the same
way? This research will help to highlight the effect of technology on the satisfaction of hotel
guests on according to many different factors.

I.3 Purpose of the Study:

The purpose of this mixed method study is to figure the importance of technology for
betterment of hotel guest service by examining operational technology for employee use, and
technology provided to guests and their effects. AUL hospitality students, Lebanese hotel
employees, and public hotel guests will be going through questionnaires for research use.
This research will hopefully raise awareness for hotel owners, employees, managers, and
stakeholders on the positive and negative effects of technology to be able to use it the right
effective way.

I.4 Significance of the Study:

This study has significance to any person who has a relation within the hospitality industry no
matter the position. The people who can benefit from it are hospitality students, hospitality
instructors, hotel owners, and hotel employees. In addition to any person willing to invest in a
hotel business and any consultant to stay up to date.

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 I.5 Research Questions and Hypothesis:

H1: Technology has an effect of guest satisfaction.

According to the above hypothesis, the following question is formalized:

How does technology improve the guest experience in the hospitality industry?

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 II. Chapter 2: Literature Review
2.1 Introduction:

According to Jayaparkash Raghviah from his research article “Technology in History

Overview” in 2012, technology has become an integral part of every culture and civilization,
with the present civilization being a 'technological civilization'. Unlike science, which
focused on knowledge, technology has always been concerned with making and doing things.
The integration of science and technology occurred during the Industrial Revolution in
Europe in the 18th and 19th centuries. The Industrial Revolution (IR) of the 18th and 19th
centuries marked a significant technological shift, combining science and technology,
transforming the use of both motive power and labor.

The history of the hotel industry's founders, including Statler, Hilton, Marriott, Wilson, and
Schultz, offers a chance to understand the industry's history and the lineage of hoteliers.
Studying these innovators can aid future professionals in career planning and provide insight
into the modern hotel industry.

The modern hotel industry's history can be traced back to early entrepreneurs like. Statler
(1863-1928), who developed the Statler chain of hotels. Starting with a Buffalo hotel for the
1901 Pan-American Exposition, the chain expanded to Boston, Cleveland, Detroit, New York
City, St. Louis, and other locations. In 1954, Statler sold the chain to Conrad Hilton. He
designed a two-story, rectangular wood structure with 2084 rooms and 5,000 guests, which
was temporary and easy to tear down after the fair closed.

Hilton (1887-1979) was a successful hotelier who acquired properties in Texas during the oil
boom. He bought the Mobley Hotel in Cisco, Texas, in 1919 and the Hilton Hotel in Dallas,
Texas, in 1925. He later acquired the Stevens Hotel, Palmer House, and Plaza and Waldorf
Astoria in New York City. In 1946, he formed the Hilton Hotels Corporation and the Hilton
International Company, which now includes Hilton Garden Inns, Doubletree, Embassy
Suites, Hampton Inns, Harrison Conference Centers, Homewood Suites by Hilton, Red Lion
Hotels and Inns, and Conrad International. Hilton created the first major chain of modern
American hotels, following standard operating procedures in marketing, reservations, service
quality, food and beverage operations, and housekeeping.

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Cesar Ritz, a renowned hotelier at the Grand National Hotel in Lucerne, Switzerland, gained
immense popularity and respect as a result of his exceptional management skills.
In 1893, William Waldorf Astor launched the 13-story Waldorf Hotel in New York City,
combining European mansion opulence with homey qualities. Four years later, the Waldorf
was joined by the 17-story Astoria Hotel, built by Astor's cousin, John Jacob Astor IV. The
two hotels became known as the Waldorf=Astoria. In 1929, the Waldorf-Astoria closed to
make room for the Empire State Building. Today's 2200-room, 42-floor Waldorf=Astoria
Hotel is located at Park and Lexington avenues. President Herbert Hoover opened the hotel
and later became a permanent resident of the Waldorf Towers. Conrad N. Hilton purchased
the hotel in 1949 and the land it stands on in 1977. In 1988, the hotel underwent a $150
million restoration and was designated a New York City landmark in 1993.

Wilson (1950), a real estate developer and hotel manager, founded the Holiday Inn chain in
the 1950s. He initially focused on family hotels but later expanded to business travelers.
Wilson's innovative approach included high-rise architecture, amenities, and functional
rooms. He introduced the Holidex central reservation system, which set industry standards
due to its high volume of business and accurate byproduct data. Wilson's combination of real
estate development and hotel management skills proved successful. Wilson, who passed
away in 2003, left a lasting legacy in the lodging industry, providing comfortable and safe
accommodations to the traveling public while also making a profit for investors.

J. W. Marriott founded his hotel empire in 1957 with the Twin Bridges Marriott Motor Hotel
in Virginia. By 1985, Marriott Hotels and Resorts included Courtyard by Marriott and
American Resorts Group. J. W. Marriott Jr. acquired the Howard Johnson Company and sold
the hotels to Prime Motor Inns, but retained 350 restaurants and 68 turnpike units. In 1987,
Marriott expanded its Worldwide Reservation Center in Omaha, Nebraska, and acquired the
Residence Inn Company for extended-stay travelers. Marriott entered the economy lodging
segment with limited-service hotels, opening the first Fairfield Inn in Atlanta in 1987. Bardi
(2011)

Ernest Henderson and Robert Moore founded the Sheraton chain in 1937, acquiring their first
hotel, the Stonehaven, in Springfield, Massachusetts. They expanded their holdings to include
properties from Maine to Florida and were the first hotel chain listed on the New York Stock
Exchange. In 1968, Sheraton was acquired by ITT Corporation, and ambitious development

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plans were implemented to create a global network of properties. Under John Kapioltas,
Sheraton gained international recognition as an industry innovator in modern hotel
accommodations. The Sheraton chain is currently owned by Starwood Hotels & Resorts
Worldwide. Bardi (2011)

Ray Schultz founded the Hampton Inn hotels in the early 1980s, offering limited-service
(now select-service) accommodations for cost-conscious business and pleasure travelers. His
pioneering efforts in developing products and services for these market segments contributed
significantly to the history of the hotel industry. At a 1998 celebration of the expansion of the
Hampton Inn hotel corporation to over 800 properties, Schultz stated that the chain started in
1984 to provide guests with quality rooms and special amenities at an exceptional value. He
remains committed to remaining the standard for all midpriced, limited-service hotel brands.
The hotel industry has evolved through various concepts, including atrium design, limited-
service hotels, and technology. Management concepts like marketing and TQM have
transformed business practices. The late 1980s economic reorganization in the U.S. impacted
hotel profitability. In the 1990s, real estate investment trusts (REITs) changed hotel financial
structures. The September 11 terrorist events continue to impact marketing and hospitality
delivery. The late 2000s recession challenged marketing and operational practices in the hotel
industry. Bardi (2011)

The hotel industry has experienced significant advancements, with the atrium concept, an
architectural design where guest rooms overlook the lobby, first introduced by Hyatt Hotels
in the 1960s. The Hyatt Regency in Atlanta, designed by architect John Portman,
revolutionized upscale hotel design with its impressive atrium. The hotel transformed from a
mere resting place to a hub for excitement, fun, relaxation, and entertainment. With 180,000
square feet of ballroom, exhibit, meeting, and hospitality space, it now serves as one of the
nation's premier convention and trade show facilities.
In the 1950s, hotel construction shifted from downtown areas to suburbs, influenced by the
U.S. highway system. The select-service concept emerged in the early 1980s, catering to
business travelers and budget travelers. Hampton Inn, the first national brand, focused on this
segment, offering spacious rooms with limited food service and meeting space. The hotels
eliminated common elements like restaurants, lounges, and meeting spaces, resulting in lower
rates for guests. The company pioneered ideas like the first hotel brand website and offered
guests an unconditional 100 percent satisfaction guarantee in 1989, which is now the

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cornerstone of all Promus brands and a testament to the company's commitment to quality.
Bardi (2011)

Technology has significantly impacted the hotel industry, with advancements in reservation
systems, property management systems, and in-room guest checkout. Recent adaptations
include wireless technology for front-office staff to alert others on VIP check-ins,
housekeeping staff to report room cleaning and release, marketing staff to maintain guest
profiles, and bell staff to process baggage handling. Guests have also found technology in the
2000s to enhance their ability to work and play simultaneously, with hot spots or designated
wireless transmission and reception areas in the hotel allowing them to check email and print
documents as needed.
In the 1970s, niche marketing focused on identifying potential guest markets and building
reservation systems based on their needs. Hotel-management and franchise companies also
discovered the benefits of such systems. This allowed guests to make reservations and feel
confident in the quality of accommodations. In the 2000s, the marketing emphasis continued
with the use of the internet for guest reservations. Surveys show that up to 84% of travel
research and planning in the US is conducted online. The internet has become the most
important travel planning and distribution channel in hospitality, with over 40% of all
revenues in 2009 being generated by the internet. Bardi (2011)

Total quality management (TQM) is a technique used in hotels to improve product and
service delivery. It began in the 1990s and is still practiced today. TQM focuses on quality
assurance and service quality, with decision-making at the front lines.

The 1986 law made passive losses on real estate deductible, causing hotels to become
uneconomical. Japanese investors were eager to buy up US property with hotels or golf
courses, leading to increased value of American hotel properties. Between 1990 and 1995, the
recession began and ended, and the full impact of the 1986 law and overbuilding was
experienced. Some investors found their properties' sales or replacement value had fallen to
50% or less of original cost, and some owners abandoned their properties to mortgage
holders, often Uncle Sam, due to the simultaneous savings and loan debacle.

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P. Anthony Brown of Arthur Andersen discusses the U.S. Tax Relief Extension Act of 1999,
which offers hoteliers an investment opportunity through real estate investment trusts
(REITs), which can be beneficial for career planning.

The 1999 legislation introduced a new type of corporation, a Taxable REIT Subsidiary, to
allow REITs to generate new income streams. This growth would reward shareholders with
higher stock prices, as companies with higher growth rates typically trade at higher earnings
multiples. Taxable REIT Subsidiaries can also offer non-customary services to tenants,
enhancing customer service and loyalty. Additionally, these subsidiaries can lease lodging
facilities from REITs, but these must be managed by an independent contractor engaged in
operating the facilities for any other entity.

The new legislation allows hotel REITs to reorganize their structure to retain more of their
hotel income. For instance, FelCor Lodging Trust Inc., a hotel REIT in Irving, Texas, can
form a new taxable REIT subsidiary and transfer its hotel leases to this subsidiary. The net
income of the existing lessee will be transferred to the new subsidiary. However, a
management company must manage the hotels and be actively engaged in the trade or
business of operating lodging facilities for any person other than the REIT.

The September 11 terrorist attacks significantly impacted the hotel industry, leading to a
decrease in demand for hotel rooms. Hotels, restaurants, tourist attractions, and government
agencies collaborated to address fear related to travel and tourism. Post-9/11, hoteliers
reviewed their marketing plans and developed new methods to attract corporate travelers.
Corporate executives, travel planners, and traffic managers were now personally greeted by
hotel staff and asked when business might be expected. New methods included special
packages emphasizing local history and culture, businesses, sporting events, and natural
attractions, combined with the products and services of individual hotels.

Despite the challenges, hoteliers had to grasp the task with enthusiasm and enthusiasm to
succeed. The 2003 edition of Trends in the Hotel Industry—USA revealed that the average
U.S. hotel's operating profit dropped 9.6% in 2002, following a 19.4% decline in profits in
2001.

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Rick Swig of RSBA & Associates reports that hotel revenues increased by 2% from 2003 to
2004, but issues like room supply increased only by 3.3%. He suggests that hotel operators
should focus on pricing power for the next 24 months until occupancy returns to pre-2001
levels and compression builds. National consortium and high volume travel contracts are
being finalized for 2005, and hotels must successfully achieve significant rate hikes through
these channels.
Tom Belden of the Philadelphia Inquirer reports that 94% of 112 surveyed corporations
reduced their travel spending over a three-year period, while one participant increased its use
of web-based meeting software by 50% in one year.

The hotel industry is undergoing a review of its hospitality delivery, with a focus on
enhancing security measures. This includes involving front-line employees who must take
immediate action based on observations at the front desk, dining room, recreational areas, and
guest and public floors. Special training is being provided to help these employees become
proactive in identifying unusual activities.

Hoteliers must prioritize hospitality as part of responsible community citizenship. General

managers should develop emergency plans to provide public space to medical personnel and
disaster victims. The hotel industry faces both short-term and long-term challenges, including
providing food for disaster victims and housing displaced community members. Liability
implications for owners, management contractors, or lessees regarding facility repair and
guest safety due to terrorism have arisen. Owners are generally obliged to return the hotel to
its condition if repair costs do not exceed a specified threshold, but if they exceed this
threshold, they can choose not to undertake the repair and terminate the management
agreement. Liability towards guests by acts of terrorism is generally not held by the operator
or owner unless they have failed to exercise reasonable care for their guests' safety and
security. To ensure reasonable-care standards are met, owners and operators should take
necessary steps to protect guests' safety, including implementing security policies and
providing crisis management training to all employees.

According to Ezzaouia & Jacques (2022) from the article “The impact of information
technology adoption on hotel performance: Evidence from a developing country” Companies
must leverage key resources to improve business performance and remain competitive.
Information technology (IT) has significantly transformed the hotel industry, leading to lower

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costs and higher revenues. This improves financial performance for hotels that have adopted
IT tools. IT also enhances workplace communication, service quality, and decision-making
by managers. Therefore, companies must explore and capitalize on IT to remain competitive
in their respective fields. Hoteliers should emphasize the significant benefits of investing in
IT tools, necessitating further research, particularly in diverse contexts, as factors and
circumstances vary depending on the application, from developed to developing countries.

The hotel industry is increasingly adopting Information Technology (IT) to enhance business
value, competitiveness, and organizational performance. However, the adoption of IT varies
among hotel managers due to various factors, including organizational characteristics,
individual characteristics, perceived benefits, and external factors. External factors, such as
competitive pressure, customer pressure, supplier pressure, and government support, have the
strongest impact on IT adoption.

Attitudes towards IT adoption vary among hotel stakeholders. Owners expect IT to enhance
their reputation and brand image, leading to financial performance, while managers believe it
can improve operating performance, reduce workload, save manpower and costs, and
increase revenue.

IT encompasses various tools, including computer reservation systems, global distribution

systems, CRM systems, mobile applications, websites, and social media platforms. To
evaluate IT adoption, scholars use various methodologies, including measuring the
availability of IT components, integration, and intensity of use. Four levels of IT adoption are
proposed: room division, food and beverage, general IT, and in-room.
Leung (2019) highlights the differing attitudes towards the adoption of new technologies in
the hotel industry. Hotel owners believe these technologies will improve their reputation and
brand image, leading to financial performance. Meanwhile, hotel managers believe they can
improve operating performance, reduce workload, save manpower and costs, and increase
revenue. Information technology (IT) encompasses various tools for information collection,
transformation, storage, and sharing. The hotel industry has adopted computer reservation
systems, global distribution systems, CRM systems, knowledge management systems, mobile
applications, websites, and social media platforms. To evaluate IT adoption, scholars use
various methodologies, including measuring the availability of IT components, integration,
and intensity of use. Chevers (2015) proposes four levels of IT adoption: room division, food

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and beverage, general, and in-room. Ramayah et al. (2016) divide IT tools into basic and
advanced levels. Four levels of use are tested to verify IT adoption in hotels: front-office, in-
room, food and beverage, and back-office.

IT can significantly improve employee performance, work knowledge, and communication at

a lower cost, while also increasing the quality of services delivered. Studies have shown that
hotel front desk technology affects operational processes, output, experiences, and systems.
The hypothesis proposed is that there is a positive relationship between IT adoption and
employee performance in hotels.

IT adoption has been shown to have a positive effect on employee productivity, as it helps
employees collect necessary information, ensures clear, flexible, and effective workflows,
and boosts responsiveness and job satisfaction. Hotel employees feel confident using IT,
leading to increased job satisfaction and willingness to stay with the organization. Novel IT
systems also streamline daily operations and make internal departments interconnected,
increasing employee productivity.

In addition, IT has improved service quality in hotels by digitizing internal operations,

employing technologies such as enterprise resource planning, property management systems,
and CRM systems. Front desk employees can be more effective in their tasks and deliver high
service quality when using innovative technology. CRM systems in the hotel industry
increase efficiency and improve guests' service quality by helping employees understand
customers' needs and expectations, allowing them to customize products and services,
ensuring higher service quality and customer loyalty.
Financial performance is a crucial indicator for assessing a firm's performance, and the
adoption of IT has been shown to significantly impact it by enhancing revenues and
decreasing costs. In the hotel industry, IT investments play a fundamental role in financial
performance, leading to long-term profitability. In the Malaysian hotel industry, CRM
technology is combined with financial dimensions, resulting in improved profitability and
financial performance. IT-enabled service personalization also improves a hotel's financial
performance by transforming revenue from costly intermediated to direct distribution
channels.

Leung (2019) suggests a positive relationship between IT adoption and financial performance

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in hotels. This hypothesis is tested using three variables: improvement in sales revenue,
reduction in operating costs, and improvement in overall profitability. Social media channels,
such as Facebook, significantly impact customer-oriented processes, which in turn impact
sales performance. IT adoption also reduces operating costs by improving efficiency and
effectiveness of hotel processes, reducing transactional and operational costs.

Overall, IT adoption has been shown to improve overall profitability, with studies indicating
that the use of IT tools instead of traditional systems leads to increased profitability and better
organizational performance. High-quality IT implementation can also lead to cost advantages
and increased operational efficiency, ultimately improving profitability and financial
performance.
Product selection is crucial for customer satisfaction, with hotel guest satisfaction being a key
factor in long-term success. Research shows that hotel image, service, cleanliness, and price
influence customer loyalty, while employees and facilities are considered the most influential
factors. Hospitality technology's role and adoption rate have been a focus of industry studies.
Despite some incongruent findings, research supports the evolving importance of technology
in property selection. In upscale Korean hotels, guest-related interface applications had no
significant effect on overall satisfaction. In Thailand, technology amenities were found to
dominate customer satisfaction without considering socio-demographic characteristics. Hotel
information technology focuses on reliability, responsiveness, assurance, and empathy to
meet guest needs. Cornell University Center for Hospitality Research conducted research to
determine hotel guest technology preferences, incorporating a web-based technology
platform.
The study by Beldona and Cobanoglu (2007) analyzed the impact of hotel guest technology
amenities on satisfaction. The research focused on the adoption of web-based hotel booking
engines, self-check-out services, and in-room internet access. The findings revealed that not
all hotel guests embrace technology innovation uniformly. The study classified guest-oriented
technologies into four quadrants based on expectations of importance and satisfaction with
performance. The first group, including express check-in/out, remote control TV, and high-
speed internet access, was ranked high on both dimensions. The second group, including
wireless Internet access, alarm clocks, and online reservation capabilities, was ranked low on
both importance and performance. The third group, including web TV, Pay-Per-View
movies, and personal computers, rated low importance but recorded high performance scores

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once in-house. The fourth group had low ratings for both technology importance and
performance.
Thus the first hypothesis is that there is a relationship between hotel guest satisfaction with
technology amenities and overall accommodation-based satisfaction.

This study surveyed 3,000 American travelers from a national database, with 1,332 responses
received, resulting in a response rate of 44.4%. The qualifying question involved the
respondent having stayed in a hotel within the past 12 months. Of the 1,332 respondents, 88%
fulfilled the qualification of a hotel stay within the last year. The remaining 160 respondents
were eliminated, and 638 were found to be incomplete. The remaining 534 responses
comprised the population for the study, resulting in a 17.8% net response rate. Beldona and
Cobanoglu(2007)

The survey instrument was designed with four sections: traveler behavior, technology
behavior, hotel technology amenities, and guest-hotel satisfaction. A non-response bias
analysis was conducted using wave analysis to determine whether non-respondents and
respondents differed significantly and whether equivalent data from those who did not
respond would have significantly altered findings. The analysis indicated no significant
difference in early responses from late responses, concluding that the survey did not suffer
from non-response bias. The study's findings provide valuable insights into the factors
influencing hotel stays and satisfaction among travelers.

The survey surveyed 67.9% of respondents, with 25.7% aged between 36 and 45, 22.2% aged
46-55, 21% aged 26-35, 12.6% aged 25 or younger, 12% aged 56-65, and 6.6% aged over 66.
About 17% were employed in professional, managerial, or related occupations, 13.7% in
sales and office, 10.4% in service industries, and 11.8% identified as students. About 30%
had an annual income of $25,001 to $50,000, 27.9% between $50,001 to $75,000, and 10.1%
between $75,001 to $100,000. Over half were married (55.7%).
The study found that the most common search technique for a hotel is the hotel's website,
followed by online travel agency websites and third-party review sites. Social networking
sites like Myspace and Facebook were the least utilized. About 41% of respondents were
active members of a frequent traveler program. Other search techniques included hotel
websites, online travel agency websites, and third-party review sites.

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Over 25% of respondents booked their last hotel stay through an internet travel agency,
followed by phone calls (25.3%) and hotel websites (24.5%). Toll free central reservation
system telephone numbers were the second most popular method (9.4%). Nearly half of
respondents stayed in a midscale hotel, while 31.3% stayed in an upscale property and 16.3%
stayed in an economy hotel. The majority of respondents stayed in midscale hotels like
Courtyard, Holiday Inn Express, or Comfort Inn.

The study utilized exploratory factor analysis to create correlated variable composites from
survey data and apply the derived factor scores in multiple regression analysis. Principal axis
factor analysis with a varimax rotation was used, as the researchers anticipated finding
several dimensions of equal importance among the data. Items with factor loadings of 0.30 or
higher were clustered together to form constructs, with factors with Eigenvalues greater than
1.0 considered significant. A solution that accounted for at least 60% of the total variance
was considered satisfactory.

The results produced a clean factor structure with relatively higher loadings on the
appropriate factors, with most variables loading heavily on one factor, indicating minimal
overlap and independent structure. Four stable factors with Eigenvalues greater than 1.0
explained 72.79% of the variance. Reliability coefficients were computed for the items that
formed each factor, with reliability coefficients ranging from 0.81 to 0.90, well above the
minimum value of 0.70 considered acceptable for applied research.

This study examines the impact of comfort technologies on hotel guest satisfaction. It found
that comfort technologies such as electronic safes, guest control panels, PCs, mobile access to
the hotel website, electronic locks, and flat screen HD television sets are less likely to impact
guest satisfaction than other applications. Business Essentials for Travelers were found to be
strong factors impacting guest satisfaction, including business center services, express check-
in/check-out, in-room telephone, alarm clock, and easily accessible electronic outlets. In-
room technologies like VoIP telephone services, pay-per-view movies, voicemail/messaging,
game systems, and universal battery chargers have significant potential to positively impact
guest satisfaction.

The regression model revealed that comfort technologies do not directly impact hotel guest
overall satisfaction. This indicates that guests are not as satisfied with comfort technology

15
items as with other variables contained in the study. Emerging technologies, such as VoIP
telephone services, pay-per-view movies, voicemail/messaging, game systems, and universal
battery chargers, may have a significant competitive advantage for innovators.

The findings are consistent with the AHLA Technology Use Study (2008), which surveyed a
nation-wide sample of hoteliers. The majority of hoteliers identified "enhancing customer
experiences" as an important near-term IT goal, suggesting that technology is indeed a
significant factor impacting guest satisfaction. Hoteliers should review and evaluate current
technology amenities and related strategies to justify technology expenses and investments in
their properties. Future research in social networking and self-service guest technology
applications is expected to further support these findings, providing platforms for promoting
and extending amenities prior to and throughout a guest's stay.
According to the article “The Impact of Technological Innovation on Hospitality Service”
The online era has significantly impacted the consumer behavior of tourists, leading to a new
type of traveler who seeks global and regional products to satisfy various needs such as
personal socialization, emotional experiences, entertainment, and specific hobbies and
interests. Millennials, the first truly global consumer group, represent over 25% of the global
population and are becoming increasingly tech-savvy. As 4G becomes more widely available,
the way tourists use their phones is likely to change dramatically. They can learn about their
destination in advance, obtain detailed information about their stay, book accommodation and
travel methods, and arrive at any time and enter their hotel rooms. During their stay, they can
buy tickets for events, museums, and theme parks on the spot. After their stay, they can rate
the quality of services and leave a narrative for their experience on social media.

Organizations are using information to identify customer patterns and serve their needs, using
it as a leverage tool against competitors. The volume of data available to companies and its
accessibility will grow rapidly with advances in smart technology, such as smartphones,
wearables, and the Internet of Things. Combining artificial intelligence with travel brands
will enable greater personalization to consumers at a faster rate. Hotel managers can gather
customer data through various platforms, social media sites, and personal sites, as well as
using devices like tablets and smartphones to gather information from tourists.

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Private rentals like Airbnb and Home Away are becoming popular alternatives to classical
hotels, particularly among millennials. To attract more tourists, hotels are implementing the
latest technologies in their accommodation areas. Implementing these tools is difficult and
sometimes expensive, but big hotel chains are more likely to use them in their services.
New innovations and technologies in hotel management have evolved from keyless entry in
2014 to wearables, robots, and virtual reality. Euromonitor (2015) reports that the latest trend
involves room alterations through custom coffee machines, digital mirrors, smart floor tiles,
and remote control for services like blinds and alarm clocks. The role of technologies in
tourism services is constantly evolving, with customers increasingly using them to prepare
and spend vacations. Hotel managers are implementing these technologies creatively to
attract tourists, gather data, and improve services. When used correctly, these technologies
can make travel more comfortable and unique.
Oracle Hospitality's recent survey of 3,000 US and European travelers revealed that 64% of
US hotel guests consider it crucial for hotels to invest in technology to enhance guest
experience. Innovation helps hotel operators stand out from competition, meet guest
expectations, and attract new customers. A positive experience impacts guests' behavior and
online reviews. Managers should focus on improving sales, guest satisfaction, service quality,
and productivity through the implementation of new technology, as per Lam et al. (2007).
Hoteliers are increasingly leveraging technology to improve guest experience and company
efficiencies. One such technology is daylight harvesting, which adjusts indoor lighting based
on natural light levels. This allows for automatic lighting turns off or temperature reductions
when a room is unoccupied.

Online bookings have become increasingly popular, making it easier for consumers to find
the best deals and experiences. However, these sites also present competition for hotel
operators who are turning to technology to innovate and differentiate themselves.

Automating check-in and check-out processes is another area where technology can be used
to enhance guest experiences. Andaz West Hollywood has integrated front desk staff,
bellman, and concierge functions into "hosts," greeting guests as they enter the lobby and
sitting with them on comfortable couches to check in using an iPad with a credit card reader.
Hyatt is testing a different method with some of its Hyatt Gold Passport loyalty program
members, where guests receive a card with a chip and check in online, and the staff codes
that card to act as the guest's room key.

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Wearable tech, such as the Internet of Things (IoT), has given guests greater access to
technology. In-room automation is an easy way to make the guest stay more comfortable
without the need for human interaction. IoT solutions can help hotels reduce their overall
energy consumption by automating energy usage states for unoccupied guest rooms. Smart
TV platforms can significantly reduce integration costs and complexity.

Smart watches, popularized by the Apple Watch announcement, are another type of wearable
technology that hotels can utilize. Starwood Hotels & Resorts Worldwide has released its
Apple Watch app, which allows guests to forget about room keys. Hotels around the world
are already making devices like iPads available to guests during their stay. Starwood Hotels
& Resorts plans to invest $100 million over the next two years to upgrade its amenities,
including making iPad room-service menus available to guests.

Smart TV allows guests to access in-destination activity choices within the hotel bedroom.
Hotels can collaborate with local businesses to provide guides to the best dining locations,
shows, and other popular places for guests to explore outside of the property. Samsung HMS
technology offers in-room control of HVAC, lighting, and other amenities, providing a great
guest experience and cost-saving energy management for the hotel.

Smart TV can also be used to access reservation-management features such as quick

checkout, saving time and allowing for maximum interactivity. For international travelers,
hotels can customize their approach by presenting content in their native language. Hotels can
track and monitor how their guests utilize these services to make each returning stay even
better.

The robotics trend in hotels is also gaining momentum. The Americas Lodging Investment
Summit predicted the growth of hotel robots to deliver guest amenities and clean rooms. If
predictions become reality, guests may see Maidbots cleaning their hotel rooms in the next
five years. Investment in these technological innovations is fueled by decreasing
technological costs, providing hotels with the opportunity to reduce operating costs.

The 2017 Lodging Technology Study by Hospitality Technology surveyed hotel operators to
identify emerging technologies with potential for real hotel applications. The study found that

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both innovators and normal hotel respondents agreed on the top three emerging technologies.
Interactive displays and interactive walls and bathroom mirrors were the top two, with 54%
and 54% of innovators' votes respectively. Robotics was the most important technology, with
31% of innovators seeing possibilities in it. Augmented reality and virtual reality were the
second and third most popular technologies, respectively. AI/Voice-enabled devices were the
second most popular. As more hotels have successfully implemented these technologies, they
are becoming less "emerging" and more established. Less innovative companies are still
focusing on these strategies to catch up. The study also revealed that for innovators,
delivering technologies faster is the greatest challenge, followed by keeping pace with guest
expectations. As the experience is what sets hotel companies apart, innovators are more likely
to feel pressure to keep pace with digital guests' needs, desires, and expectations.

Specialized information and communication systems are being used to improve hospitality
service and customer satisfaction. These systems help increase the efficiency of technological
operations, making it easier for hotel managers and employees to manage tasks and monitor
their completion. This leads to increased productivity, problem detection, and analysis of
problems. The use of information systems in hotels stimulates visits of regular customers,
facilitates managerial decisions, and creates and maintains a strategic competitive advantage.

Technological innovations, particularly software products designed to improve service in

hotels, are particularly effective. These systems evaluate clients' needs and desires, generate
data on various aspects such as room types, length and time of stay, special requirements,
staff, and more. By keeping this information in a guest's personal record, these systems can
foresee requests, generate a considerable share of repetitive visits, and increase
recommendations from former clients.

The data gathered in hotels' information systems impacts marketing strategies, helping to
define marketing strategies in hospitality, such as creating direct-mail campaigns, planning
seasonal promotions, timing and placement of ad campaigns, creating personalized
advertisements, defining which market segments are growing most rapidly, and determining
the number of rooms to reserve for wholesale customers and business travelers.

Despite the advantages of technological innovations, human factors remain crucial for clients
and irreplaceable in the process of hospitality service. Room cleanliness is still important for

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overall guest satisfaction, and technology can help operators in this area if they are willing to
invest. In Japan, robots have become a reality, with Henn na Hotel opening in 2015 as the
world's first hotel staffed by robots.

Guests' top initiatives in hotels include the capability to select specific room locations,
sharing information about in-destination activities, check-in/check-out processes, and ways to
make service requests. Mobile applications are also popular for interacting with hotel staff
about information and recommendations for visiting nearby places and attractions, providing
additional room amenities, and reservations for dining in and out of the hotel.

Business customers require more technologies, and hoteliers need to direct their investment
in technological innovations that allow online check-in and check-out, access to tourist
information on local places of interest, attractions, and events, and using a smart phone to
unlock the hotel room.

The application of modern technologies improves hospitality service by providing more

freedom and opportunity for clients to control technological operations in accommodation,
adding functions for online check-in and access to the hotel room through contact-free
communication technologies, building and affirming the consultation role and functions of
employees who provide information on the destination and its sites and activities, creating
and maintaining relationships with clients through personal advice and recommendations,
improving the work of employees, and increasing the efficiency of hotel services.

In 2017, hotel operators' strategic goals for technology investments included improving
digital customer engagement and payment and data security. The main purposes of
technological innovation in hotel services are to facilitate staff work and guests' stays,
optimize costs, impress customers with unique experiences and emotions, and create a unique
atmosphere.

According to the article “Exploring the Impact of Innovativeness of Hospitality Service

Operation on Customer Satisfaction “Service innovation is crucial for developing new
services and satisfying customer expectations for new experiences. Studies have focused on
the application of technological products in service operations to leverage customer

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satisfaction. Customers not only experience the product or service but also assess the process
of encountering with the services, playing a role as stakeholders in creating service
innovation.
The boutique hotel sector has emerged as a new trend in Southeast Asia, where customer
satisfaction is always a concern. Reports indicate that boutique hotel operations are emerging
as a promising market contributing to the development of the hospitality industry in China,
Singapore, and Vietnam. The development of the boutique hotel sector is promising for the
development of tourism and hospitality in these countries.

Exploring customer perception and attitude toward the innovativeness of boutique hotel
operations can help hoteliers optimize their marketing strategies and improve operational
efficiency. By understanding the factors that influence customer satisfaction, hoteliers can
optimize their marketing strategies and improve overall customer satisfaction.

This section discusses the perspectives of Service Innovation and hospitality, focusing on the
importance of innovative service clues on customer satisfaction. Studies have shown that
operational performance and customer evaluation are mutually important, and to create
successful innovation, it is not only about organizing and operating but also the contribution
of customers via feedback. The hospitality industry is calling for service innovation that
focuses on delighting customers with unique experiences that differ from commercial
standardization.

The classification of service innovation in existing literature is controversial. Researchers

traditionally follow the perspective of assimilation, which asserts that theories and
instruments used for product innovation can be adapted for service innovation. This school of
thought defines individual firms as service producers and customers as service consumers,
not associated with producing the service. However, this perspective has been criticized for
dismissing the specificities of service characteristics and overvaluing the contribution that
services can make to product innovation.

The demarcation perspective argues for the differences between product innovation and
service innovation, emphasizing the development of new theories and models about service
innovation in a different domain, Service-Dominant Logic. This perspective considers the
important elements of service delivery that have been neglected by Supplier-Dominant Logic,

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such as the intangible nature of services and the need for customer integration. Service-
Dominant Logic believes that service innovation can be created beyond the contributions of
organizational knowledge and non-technological elements, contributing to the expansion of
service innovation.

Another service innovation school of thought is the synthesis perspective, which emphasizes
the importance of combining both the assimilation and demarcation perspectives. Researchers
in this perspective highlight the importance of an integrated definition of service innovation
that is not limited to technological innovations and must encompass manufacturing and pure-
service operations. This synthesis perspective proposes that the combination of both
perspectives may significantly and feasibly influence economic growth.

Customer satisfaction in service operations is influenced by both product and physical values,
as well as the intangible values of service delivery. Transaction-Specific Satisfaction refers to
the reaction customers have when evaluating and giving opinions about the service quality of
individual events. Customers' expectations, formed by accumulated experience, knowledge,
information, and demand, influence their actual perception of service performance.
Understanding how customers perceive and evaluate services is critical for promoting
favorable behavioral intentions such as returning and recommending.

Berry (2006) classified service attributes into three groups: Mechanic Clues, Humanic Clues,
and Functional Clues. Mechanic Clues consist of sensory presentation of the service, such as
ambience, scent, light, touch, taste, and sound. Humanic Clues consist of the appearance and
behavior of service staff, who directly interact with and deliver service values to customers.
Humanic Clues are determinants that aim to maximize the positive experience for customers.
Functional Clues deliver the efficiency and accuracy of technical quality at its presence or
absence.

Innovative service clues should be new regarding customer accumulated experience,

knowledge, and information. Service operations can create innovative clues through service
delivery to influence customer satisfaction. The distinctive feeling customers may experience
when encountering sensory attributes of the service operation can be perceived through the
five senses attached with positive emotions. The tactic of service script that guides staff's
behavior toward customer-oriented interaction can promote customer perception of warmth

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and friendliness.

Innovative Humanic Clues can be reflected by the staff's manner, appearance, and
communication technique, encouraging customer citizenship and mutual bonding between
service staff and customers. Positive customer experience expects innovation delivered by
technology and digital applications to be convenient and safe. Innovative Functional Clues
include technological products, digital applications, and programs embedded with efficiency
to facilitate convenience and safety for customers.

The concept of hospitality is a contemporary human exchange designed to enhance the

mutual well-being of parties concerned through the provision of accommodation, food,
and/or drink. Brotherton and Wood (2000) define hospitality as a contemporaneous human
exchange that is voluntarily entered into and designed to provide hospitableness centered on
food, drink, and accommodation. Slattery (2002) emphasizes the three domains approach to
define hospitality: social/cultural, private, and commercial. This classification has been
considered useful and worth considering for hospitality studies.

Hospitality is not just about commercial service activities but also the warranty of enjoyment,
feeling, and experience. In the cultural domain, the social setting should give customers the
cultural value and meaning of religion that the host should be able to offer. These cultural
values should be well delivered to the customers through food, drink, entertaining activities,
and accommodation setting. In the private domain, the relationship between service providers
and service receivers is crucial in business management.

In the commercial domain, the focus is more on profitability and wealthiness of service
operations rather than putting customers' pleasure as a priority. Customers will receive the
service called "hospitality" as long as they pay for their demand, and types of hospitality
operations include lodges, bars, clubs, and tourism operations. However, customers in this
domain do not receive the hospitableness as defined by academics.

Lashley (2015) emphasizes that most studies in the hospitality industry focus on the
commercial domain, employing high-technology to ensure customer satisfaction and loyalty
for profit concentration. However, the influence of private and social domains on actual
customer experience is neglected.

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In the highly competitive market, hoteliers and scholars have investigated the implications of
service innovation to be distinct from competitors. Innovation should be consistent with
customer needs and preferences to be accepted. Tourists are potential customers for hotels
located in historical or tourist places, and optimizing innovation in interior design, food and
beverage, and total ambience can create a memorable experience. Scholars and practitioners
have increasingly considered the importance of innovative service attributes to satisfy
customer expectations for a new experience.

This study aims to understand customer perception and evaluation towards innovative
services using a qualitative method. The research focuses on defining the main themes and
subthemes of Innovative Service Clues and Innovativeness that influence customer
satisfaction and behavioral intentions. The deductive content analysis with thematic approach
was used to code and analyze the data, which helps to organize and describe an in-rich data
set.

The development of social media has provided online public places for firms to gather and
interpret user-generated opinions, converting unstructured text into useful, meaningful
information. Customers believe that information shared by peers is more reliable and
influential than those provided by marketers. Information provided by end-users on social
media is an open source that helps managers monitor customer satisfaction more efficiently.

The research population includes boutique hotels, which emphasize distinctive experiences
and services. Boutique hotels focus on distinctive design, high level of personalized attention,
and locations that demonstrate the cultural or historic value of a region. The researchers
searched, collected, and analyzed one thousand reviews of international tourists who gave
opinions on the innovative services of boutique hotel operations throughout Vietnam on
TripAdvisor.

The QSR Nvivo 12 program was used to store and code the data files, which contained four
to five reviews with more than 50 words. Each review was read and coded into its main
themes. Sub-themes and emerging themes were explored to define the Innovative Service
Clues and Innovativeness attributes and how they influence customer satisfaction from the
perspective of international tourists visiting Vietnam.
In conclusion, this study uses a qualitative method to understand customer perception and

24
evaluation towards innovative services, focusing on the main themes and subthemes of
Innovative Service Clues and Innovativeness that influence customer satisfaction and
behavioral intentions.

The content analysis of one thousand reviews, grouped into 200 files, generated a codebook
with the most frequently mentioned attributes: Innovative Humanic Clues, Innovative
Mechanic Clues, and Innovative Functional Clues.

Customers' satisfaction is influenced by the innovative clues of service staff's behavior and
appearance. Service delivery in boutique hotels was perceived as different from other hotel
operations, with customers receiving kindness and services beyond duty, bringing them a
family feeling. Staff manners such as attentiveness, warmness, friendliness, and courtesy care
were assessed. The exceptional service was assessed on staff manners such as attentiveness,
warmness, friendliness, and courtesy care.

Customers perceived the warm interaction when approached and called by their first name
during the stay, which made communication between staff and customers closer. The
language and tone of voice when communicating with customers are also important.
Customers preferred to talk and were willing to give feedback about the hotel operations
when they perceived the quality of communication technique from the service staff. The way
the service staff taking care of them made their stay more memorable.

Personalized service was another innovative humanic clue that influences customer
satisfaction. The service staff went beyond their duty to take care of their customers so that
they felt the warmth as they were treated as family members. This positive feeling was
created at the moment they felt they were well looked after. Customers could not find these
values in other normal hotel operations.
Appearance of service staff, including smiles, uniforms, and manners, is another clue that
influences customer perception of difference. Customers notice the service staff's manner and
assess the friendliness, which determines the unique and outstanding service environment
from other types of hotel operation. A natural smile can comfort customers the experience,
making them feel like home and being welcomed. The uniform also delivers the unique
culture of the hotel operation and the cultural value of the location the hotel operates in.
The appearance of service staff can also be an attribute toward innovative service clues that
influence customer satisfaction. Customers do not only assess the accommodation and

25
services but also concern the quality of service staff's manner and their uniform. These clues
should be considered so that customers can have a positive impression of the innovativeness
of the boutique hotels.
Problem solving was perceived as touching customers' feelings positively. Focusing on detail
issues, the service staff gave customers a higher level of satisfaction. The service staff had
impressed customers with their professionalism, understanding customers' circumstances, and
responding quickly in any situation. The ability to solve problems creatively and flexibly can
also impress customers. Hoteliers should consider this attribute for innovative Humanic clues
to delight customers.

The five senses of customers significantly influence their satisfaction with boutique hotel
services. These senses include taste, sight, touch, sound, and smell. Taste perception refers to
the authentic taste of the food and beverage services offered by the hotel, while sight
perception is influenced by the hotel's design and location. The outside view of the hotel is
crucial for satisfying customer expectations during sightseeing experiences.

Sight perception involves the innovative exterior of the hotel operations, which should fit
with natural and cultural values at its location. The hotel's location and proximity to
attractions are important factors in satisfying customer expectations. For example, the La
Residencia Hotel and Spa offers a rustic blend of old French style and Vietnam's cultural
atmosphere.

Touch perception is the third perceived transaction, focusing on the organization of bed,
pillow, and sofa within the boutique hotel operation. The small room size of the hotel design
allows for a reasonable organization of materials and facilities with comfortable touch.
Additional services such as spa and special treatment can also delight customers.

Sound perception is the fourth perceived transaction, referring to the harmony of music inside
the hotel or natural sounds nearby. The harmony of music in the hallway of the restaurant can
influence customer satisfaction. Customers also perceive natural and local sounds from
countryside, vehicles, or animals as they explore the culture. However, the sound should be
carefully considered to avoid disturbing customers by nighttime noise, ensuring sleep quality.

Lastly, the fifth perceived transaction is the aroma effect, which refers to the pleasant smell in

26
the lobby, rooms, elevators, or spa service. The unique aroma impresses customers at the first
moment they encounter the services, and the differences in smells for different bedrooms
provide a joyful and interesting experience. Customers find a relax and calm atmosphere
delivered by the aroma.

The innovative aspects of facilities, rooms, and technological equipment significantly impact
customer satisfaction. The focus is on detail, creative design, and high-quality amenities to
ensure convenience and enjoyment. The beds are designed to ensure quality sleep and
comfort, while the unique design of rooms with small sizes but balconies emphasizes home
and relaxation. Technological equipment, such as free and high Wi-Fi speed, is less
concerned with convenience.

Facilities related to social communication, transportation, and amenities like pools, mini bars,
shuttle buses, and bikes, are also important. Some boutique hotels offer private beach areas
with additional food and beverage services, which customers find valuable. The quality of
beds and curtains also contribute to the overall experience.

Rooms are perceived as innovative, providing not only sleeping but also relaxation.
Customers appreciate rooms with balconies for sightseeing and feeling more spacious and
open. Room size and decoration are also important to ensure comfort and a new experience.
Some small rooms still feel comfortable due to unique decoration and reasonable amenities
arrangement.

The technological aspect of boutique hotels is the convenience of Wi-Fi connection, which
customers appreciate due to the free and fast speed of the connection with other amenities.

Service innovation studies aim to enhance customer satisfaction by focusing on innovative

techniques of service delivery. These innovative attributes can be perceived before, during,
and after service transactions, influenced by operational performance and customers'
expectations. Understanding customer positive emotions towards services that bring them a
new and delightful experience is crucial for promoting satisfaction and improving operational
effectiveness.

This paper analyzes reviews to demonstrate customer perception of innovativeness in service

operations and provides propositions for further investigation. Customers perceive Innovative

27
Humanic Clues through service delivery, communication, personalized service, appearance,
and problem-solving. Staff emotions, such as caring nature, contribute to customer happiness
and effective communication, leading to better operational efficiency. Innovative Mechanic
Clues stimulate customers' sensual perception, with aesthetic design, natural beauty, detail-
focused food and beverage services, aroma, and sound effects delivering a unique feeling of
relaxation.

Furthermore, Innovative Functional Clues prefer the application of technology and unique
features of rooms and facilities to optimize convenience for customers. Defined innovative
clues can lead to favorable behavioral intentions, such as returning and recommending
services.

The study proposes a conceptual model following the Service-Dominant Logic school of
thought, emphasizing the importance of innovativeness of intangible values and customer
involvement, besides technological innovation, to maximize customer satisfaction and
operational efficiency. The paper also provides detailed innovative service clues for
international customers in Vietnam, suggesting that boutique hoteliers should consider
applying technology to streamline customers' perception of convenience and innovation.

The qualitative research technique employed in this study provides an in-depth analysis of
customers' opinions on innovativeness in boutique hotel operations, exploring the innovative
attributes of service operations that influence customer perception and understanding their
attitude towards the services. Future studies should test the propositions with quantitative or
mixed methods to refine the theoretical model and generalize the findings.

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 III. Chapter 3: Methodology
III.1 Introduction:

A research methodology is a systematic approach used by researchers to identify and analyze

information related to a specific research topic. It involves designing the study to achieve
objectives using chosen research instruments, including research design, data collection and
analysis methods, and the overall research framework. It is crucial to choose the right
methodology for effective research.

There are three types of research methodology: quantitative, qualitative, and mixed-method.
Quantitative research focuses on numerical data, reaching a large number of people quickly
and testing causal relationships. Qualitative research examines opinions, behaviors, and
experiences, using words and textual data. Mixed-method research uses both quantitative and
qualitative methodologies in the same study, allowing researchers to validate findings, verify
complementary results, and explain unexpected results obtained from one method. Both
methods are time-consuming and require fewer participants for exploratory research.

Sampling is a crucial aspect of research methodology, involving selecting a representative

sample from a larger population to conduct a study. There are two types of sampling designs:
probability and nonprobability. Probability sampling involves random selection, with
different types including simple random, systematic, stratified, and cluster. Probability
sampling involves selecting participants based on their geographical proximity, availability,
or understanding of the target audience. Nonprobability sampling methods can be

29
convenience, purposeful, snowball, or quota, depending on the researcher's preferences and
the characteristics of the participants. These methods help researchers select participants who
are most likely to provide insights into the subject.

III.2 Purpose and Research Question:

By comparing operational technology for staff usage and technology given to customers and
their impacts, this mixed method study aims to determine the significance of technology for
improving hotel guest service. Surveys will be completed by AUL hospitality students,
Lebanese hotel staff, and general hotel patrons for research purposes. In order to use
technology effectively, hotel owners, staff, managers, and other stakeholders should become
more aware of the advantages and disadvantages of it thanks to this research.
The research will aim to answer the following questions:
1. What role does data analytics and guest profiling through technology play in delivering
personalized customer experiences in hospitality?
2. How does technology improve the guest experience in the hospitality industry?
3. How does the integration of AI-powered chatbots or virtual assistants, and mobile
applications benefit customer service in the hospitality sector?

III.3 Primary and Secondary Sources:

According to Western Governors University primary and secondary sources are crucial
for research, but they differ significantly. Primary sources provide raw, first-hand
evidence, while secondary sources interpret or analyze this information. Primary sources
provide direct access to the research subject. In this research project, the primary data was
quantitative and it was obtained through a survey passed to university students from AUL
and BAU, in addition to Lebanese public that are living in and outside Lebanon. The
survey was made with the use of google forms and the results would be presented by
diagrams and interpreted.
According to Western Governors University secondary sources offer second-hand
information and commentary from other researchers. Secondary sources, on the other
hand, offer summaries, critiques, opinions, and analyses written by non-participants. They
are based on the accounts of primary sources, providing the author's interpretation of the
event or subject matter. Both types are essential for creating well-developed projects.

30
 There are for sure secondary data sources used in this research that were obtained from
scientific articles and books in order to state the existing data within this topic.
According to Nova Southeast University a mixed methods research design involves
combining quantitative and qualitative research methods in a single study to better
understand a research problem. In this research the focus was on quantitative research, yet
there was one question in the survey that has optional elaboration space in case the
participant wanted to share more information. So this research is mainly deductive.

III.4 Population and Sampling:

According to Scribbr, a population is the entire group you aim to analyze, while a sample is
the specific group you will gather data from, with the sample size typically smaller than the
total population size. In this project the population consists of Lebanese hospitality students
and graduates, in addition to Lebanese public and employees who go on regular business trips
and visit hotels often.

In order to do this project a sample of a 100 individuals was reached to through the internet
specifically using WhatsApp, and Facebook as tools to send a survey done by google forms.

Probability sampling is a method of statistical inference that involves random selection,

allowing for strong inferences about the entire group. Non-probability sampling, on the other
hand, is based on convenience or other criteria, allowing for easy data collection but not
representative of the population. Convenience samples are at risk of sampling and selection
bias. Purposive sampling, also known as judgement sampling, involves the researcher using
their expertise to select a sample that is most useful to the research purposes.
Sampling plan chosen for this research was probability planning, specifically a mix of
convenience and purposive sampling. This technique helped reach a larger sample yet
randomly selected.

III.5 Instrumentation:

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The instrumentation used for this research is a survey, it consists of 20 questions including
demographical questions and a consent form to be filled in addition to the topic related
questions. This survey was designed using google forms and it includes yes or no questions in
addition to 1 open-ended question and numerical scale choices. The following is a shortened
link for the survey https://forms.gle/maUosgdkRWn9N1kK9 and the questions are below:

III.6 Procedure and Time Frame:

The total time taken to finish this project was the total 4 months of the Spring Semester, the
table below shows the division of the work done.

Choosing the topic

Month 1 (February) Fixing the title
Setting research questions
Making the survey

Month 2 (March) Writing chapter 1

Gathering secondary sources for chapter 2
Sharing the survey

Month 3 (April) Writing Chapter 2 and 3

Sharing the survey more

Getting final responses

Month 4 (June) Writing chapter 4 and 5
Making the PowerPoint
Preparing for presentation

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III.7 Validity and Reliability:
In order for the results of the research to be valid research ethics have been followed, in
addition that there was no interference with the participant’s lifestyle nor any pressuring
individuals to certain answers making the results a pure result with no bias. The following
results are also reliable as the target sample replying to the survey are fully covering the
quality of population this study is trying to study which is Lebanese people who visit hotels
frequently or people involved within the hotel industry.

III.8 Assumptions:
Regardless of what the results of the project will be, this part will be my own subjective
statement. I assume that technology is essential for any industry and not only the hotel
industry as I believe that any institution that isn’t up to day with technology will not last in
the future if it doesn’t adapt. Yet, I am with limiting the use of technology within certain
aspects, as some technology uses takes away the privilege of privacy. Some information are
harmless in case of having a record kept by the hotel such as the room , breakfast and coffee
preferences. It would be really nice if the hotel was considerate to give me a room on the first
floor instead of the eighth floor because its written in my data that I fear elevators for
example, or that my beverage preferences are always alcohol free. This information are
harmless to know and will not harm if shared, they will lead to a better experience. Yet, I
wouldn’t like it if AI technology had access to information of my bank accounts for the
purpose of making payment process easier, or for sharing my social media accounts or what I
do for a living nor my salary.
Not to mention, human interaction will always be superior than robots and AI. Humans tend
to have facial expressions and emotions that makes the communication pleasing, when in
comes to AI and robots, they will have no expressions unless they were made to be a human
look alike which to me creeps me out and makes me feel uncomfortable.
So to sum it up, we need technology for satisfaction but limited.

III.9 Scope and Limitation:

The scope for this research to be done was within the available 4 months of time and the
participants were limited to Lebanese in and outside Lebanon.

33
There were some limitations while doing this project and the top of them was time limitation.

As an individual working a 9 to 10 hour shift daily limited time and exhaustion were limiting
the duration and effort I was able to give for the project.

In addition, the topic has little up to date articles and books, so the search for the most
suitable and reliable secondary sources took great efforts to achieve.

Not to mention gathering enough responses from the specific sample which was people who
visit hotels frequently or people related to this sector was a challenge as it is important to
make sure people answering the survey have a clue about the toping and are familiar with it.

IV. Chapter 4: Results

34
This is the first form to fill, the participants were asked to fill up the Informed consent to all

of the following statements: “I have read and understood the above information/ I understand

that my participation is voluntary/ I understand that my data will be kept confidential. /I agree

to participate in this study.” The percentage amount of participants checking the boxes was

respectively 90% for the first statement, 77% the second, 77.2% for the third, and 77% for the

fourth.

The Following questions and results are related to the participant’s demographics

35
 This following chart shows that 2% of the respondents have reached elementary educational
level, 4% have reached middle school, 5% have reached highschool, 43.6% have a bachelor
degree, and 45.5% have a post graduate degree.

Figure 3

Figure 4

36
 The rest of the results are topic related:

In the following scale question 1 was less important and the closer the scale was to 10 the
more important data analytics and guest profiling is believed to enhance personalized
customer experience in perspective of respondents. No participants chose 1, 3% have chosen
2, 1% chose 3, 5.9% chose 4, 6.9% picked 5 as the answer, 5.9% picked 6, 13.9% picked 7,
21.8% picked 8, 12.9% picked 9, and 28.7 % picked 10.

Figure 5

37
Figure 6

The following chart explains the 61.4% of the participants have encountered situations where
technology driven guest profiling have led to a more enjoyable and tailored experience during
their stay, while 38.6% have not.

If yes, how did this impact your overall experience?

 It all impacted as an unforgettable experience and flexibility within the service
offerings in Marriott hotel in Jeddah-KSA. ...everything was legit by the technology
based system from the reservation to the room services...it was an indelible moment!
 In a good way
 Still many hotels in Lebanon don't adopt technology in their field.
 High positive impact
 Improved guest profiling enhanced my experience with personalized services and
amenities.
 personalized recommendations and services based on technology-driven guest
profiling significantly enhanced my overall experience during the stay
 It was good
 Everything was perfectly smooth

38
 It impacted the overall experience in resiliency...by making the reservation, room
services & services easier to attain than the formal way of dealing with these
services....and it reduces the time-consumption.
 Made it more comfortable
 Nice impact
 I always request a room with certain specifications and I have a preferable room I
always like to get in the hotel I visit, they now always give me the room I like before
asking for it when it's available
 During my stay, I always target the hotel I always visit, I work outside Lebanon and
mostly i need no distraction and a good reserved quite table, every time I go to the
hotel no room service knocks on the door, there is a do not disturb sign on my door
without asking for it, and I am always asked if I need a reserved table for my meeting
during my stay, the hotel staff are always considerate and try their best to give me the
working environment needed and always address me by mister knowing that I am a
well-known engineer showing me respect that I work for the government and
military hospital in Oman.

39
 Figure 7

The results to the following question shows that 46.5% of respondents believe that benefits of
data- derived personalization overweigh potential privacy concerns, while 24.8% don’t agree
with this opinion. 28.7% were unsure of the answer so they picked maybe as both yes and no
are an option.

40
 Figure 8

The results for this survey question show that 68.3% of respondents agree that the rating of
the hotel plays a role with availability of personalized services, 11.9% don’t agree upon the
following opinion and 19.8% picked maybe as an answer are they were not able to decide
between yes or no.

41
Figure 9

The results for the following question shows that 62.4% of the respondents agree that the use of
mobile apps for room key access enhances convenience and efficiency for guests in the hospitality
sector while 15.8% did not agree with the following statement. 21.8% of the respondents voted
for maybe as they couldn’t decide completely for yes or no.

Figure 10

The following results show that 70.3% of respondents have encountered technologies like in-
room tablets or smart controls that contribute to a more enjoyable and comfortable stay in hotels
while 29.7% have not experienced such an experience.
Figure 11

42
The following results in the graph show that 83.2% of the respondents agree that online platforms
and booking apps have simplified and improved the overall booking experience for hospitality
services, while 16.8% don’t agree on the previous statement.
Figure 12

43
 The following graph shows that 80.2% of respondents agree that the integration of technology,
such as smart room controls and automation has a positive impact on the overall satisfaction
during a stay at a hotel while 19.8% don’t agree about this statement.

Figure 13

The following graph shows that 81.2% of participants have noticed advancements in technology
that leads to more efficient and responsive customer service in hotels. However, 18.8% didn’t
notice the previously mentioned advancements.

44
Figure 14

The following chart shows that 69.3% of the participants prefer using AI-powered chatbots for
quick and straightforward inquiries, leaving human staff available for more complex or
personalized customer service needs. On the other hand, 30.75% don’t prefer the previously
mentioned aspect.

Figure 15

45
The following bar graph shows the range of how much the participants believe that the integration
of AI technology in mobile applications enhances the overall convenience and accessibility of
hospitality services for guests with 1 being minimal enhancement and moving to 5 is more visible
enhancement. 1% picked 1, another 4% picked 2, 24.8% have picked 3, 32.7% have picked 4, and
37.6% have picked 5.

Figure 16

The following chart shows that 45.5% of participants believe that AI-powered chatbots contribute
to faster response times and improved efficiency in addressing customer inquiries in the
hospitality sector while 21.8% disagree about this aspect. 32.7% couldn’t decide so they voted for
maybe instead of yes or no.

46
Figure 17

According to this graph, 56.4% of the participants believe that hotels can stay in business if they
don’t integrate technology into their service while 43.6% don’t think that it is possible to happen.

The following graph shows that 72.3% of the participants feel that chatbots provide accurate
information when assisting with inquiries in the hospitality sector. On the other hand, 27.7% don’t
agree with the previous statement.

47
The following graph shows that 70.3% of the participants have received real time updates or
notifications through a mobile app during their stay at a hotel, while 29.7% did not receive any.

48
 V. Chapter 5: Conclusion and Recommendations
V.1Conclusion of Findings:

Upon the following results found in the previous chapter the following is a discussion of the
finding and analysis to reach a final conclusion.
If we look at the results related to the topic, the majority of the participants have expressed that
they view analytics and guest profiling important for enhancing the customer experience as the
majority have voted the numbers 7,8,9, and 10 with 1 being the lowest and 10 being the highest.
This indicates that guest profiling is an important factor offered by technology.
The question following it asked if the individuals have encountered situations where technology
driven guest profiling has led to a more enjoyable and tailored experience. From the personal
experience the participants have encountered the majority who are 61.4 of the entire individual
count did go through this experience.
Upon real life experiences guest profiling has benefited hotel guests with better experience and in
order to get a better idea of the topic the participants were asked to elaborate their own experience
and thoughts. But before this elaboration to be discussed a more in-depth clarification of
technology driven guest profiling should be given.

According to BLUEPRINTRF a hotel guest profile is a comprehensive record of a guest's stay at

a property, including their name, email, address, contact details, and historical transactions. It can
also include specific actions, preferences, and behavioral insights, such as frequency and duration
of visits, preferred room types, average spending on ancillary services, communication channels,
guest feedback, and loyalty program status and points. The profile helps in understanding the
guest's preferences, behavior, and overall experience at the property.

For example, a hotel guest profile can provide valuable information like room type preference and
morning paper preference, and profile notes can provide detailed insights into the guest's
personality and preferences, thus playing a crucial role in marketing efforts to enhance guest
experience and loyalty.

The participants who have elaborated their experience have stated that the profiling has impacted
their experience to be unforgettable and the experience to be flexible with multiple options to
choose from in addition the reservation was easy to achieve online. This person has mentioned
specifically enjoying their stay in KSA in Marriot Hotel Jeddah. Another participant stated that
attaining reservations and room services formally and efficiently saving lots of time. One of them

49
have stated that there were personalized services and amenities. Someone stated that they have a
certain room preference and a favorite room that is always offered to them when they are
reserving a room. There is also an engineer that stated going to Oman for working purposes and
always having the staff know that he needs no disturbance in his room even from the cleaning
staff, and there is always a suitable place available to be offered when there is a possible work
meeting.

According to the following statements and personal experiences shared, it has been proven that
technology led guest profiling has a major positive effect on the guest satisfaction and possibility
for a special and unforgettable experience.

After that is was proven how important technology led profiling is for guest satisfaction the
second question in the survey was to determine if the benefits and satisfaction resulting from
profiling are worth the potential risk of privacy endangerment. As in order for the technology
profiling to function there are many personal information being taken and saved for employees to
check and share between staff. There are 46.5% of guests willing to endanger their privacy in
return for a personalized experience, 24.8% refuse to risk their privacy, and 28.7% are still
unsure. With this information, it is clear than a huge portion prioritizes the personal treatment no
matter the risk or demolished privacy as satisfaction seems to be more important. There is also a
good section of people who are still unsure of their answer as they might be with or against. Off
course privacy is an important aspect that made many people unsure and a certain portion to
refuse giving it up, yet the larger portion has no problem risking their privacy.

Upon this question, the next one focused on the relation of the star rating of the hotel with respect
to the availability of personalized services. The result shows that 68.3% have agreed to the
statement, while 11.9% voted to no correlation between the 2 aspects and 19.8 who are unsure.
These unsure people might not have the chance to try both low rating and higher rating hotels so
they might not be able to decide on the answer. Yet it is clear that many agree to the statement as
higher rating means better guest service, more amenities to offer, and more satisfied people who
decided to leave the rating after a satisfactory stay. So yes the better the hotel rating, the better
service offered, thus the more personalized the service to be to satisfy the guest.

The question afterwards focused on the use of mobile apps for room key access with respects to
convenience and efficiency to guests. 62.4 of the participants found that there is a positive relation
between both aspects as mobile apps for room keys did facilitate their stay and make it more

50
efficient. 15.8% found that it leads to no convenience or efficiency while the rest 21.8% were
unsure for their answer. The majority have found these apps offered by technology to be really
helpful, yet some found no importance to these apps and some might have no idea about these
apps. As a conclusion the apps do have a positive effect on most of the guests and seems
important to many people.

Another question related to apps offered by technology was related to online reservation and
booking apps and if they improve the booking experience or not. 83.2% of the guests appreciate
the existence of these apps and benefit from them, while on the other hand 16.8% don’t find much
benefit and satisfaction from these apps. This again indicates that the majority of guests still are
satisfied with what technology has to offer within apps while a small section still is fine with the
old fashioned way of service.

Afterwards, the participants were asked if they have encountered in-room technology such as
pads, tablets, or smart controls that made their stay better. 70.3% voted yes and 29.7 have voted
for no. This explains that there are still hotels that are not up to date to the technology related
amenities that they should provide their guests. Yet most of them do offer these amenities so the
majority of the hotels are up to date with what technology has to offer.

Afterwards we asked the participants if the integration of technology such as smart room controls
have improved their overall satisfaction during a hotel stay. 80.2% have agreed to a better
satisfaction while 19.8% have stated no extra satisfaction. This shows that to most population, the
technology offered in amenities and room controls is essential for a higher satisfaction.

Later on, a question suggested if participants have noticed any technology advancements leading
to more efficient and effective guest service. 81.2% have noticed a positive relation between the 2
aspects, while 18.8% haven’t noticed any sort of relation to occur. This brings us back to the
29.7% who haven’t encountered in-room technology which means that some people might
haven’t had the chance to figure if technology advancements have led to a more efficient or guest
service. So the majority give importance to the value technology adds to their stay.

Afterwards comes a scale question to see how much do guests believe that the integration of AI in
mobile applications enhances the over-all convenience and access to services on scale of 1 to 5.
Most of the votes when at 3,4, and 5. This shows that technology does facilitate service access to
most hotel guests.

51
To go more in depth with the guest preferences they were asked if they prefer using AI powered
chat bots for quick and straight forward inquiries leaving humans for more complex or
personalized customer needs. 69.3% agreed with the idea, while 30.7% rejected the idea. This
shows that people are willing to have some small interaction with AI for easy inquiries. This
indeed removes some work load from hotel staff giving the staff more access to focus on more
major and complex inquiries. The majority do have this preference but still there is still a smaller
portion who still prefer human interaction even for simple requests.

This question led us to wonder if AI powered chat bots are expected to contribute to faster
responses for guest inquiries. 45.5% agreed to the following statement, 21.8 rejected, and 32.7 are
unsure. The majority do agree to faster responses but a smaller section does not agree as they
might still view human interaction to be more effective. There is also a third party that might have
not experienced chat bots and are unsure if they have positive or negative effects as not all the
hotels available offer this kind of technology. So the uncertainty might be due to lack of
experience.

Later we asked how accurate are the information provided by the chatbots. 72.3% view them
accurate while 27.7% don’t. This shows that there is a small section of the population who lacks
trust in what the chatbots have to offer and how helpful they are as these people might view them
as a tool for giving wrong or unclear data.

To sum many questions up, the participants were asked if hotels are able to stay in the market
even if they didn’t integrate technology enhancements into their service. 56.4% doubts it while
43.6% thinks it is possible. The previous questions have shown that the smaller party are not
bothered with lack of technology integration with guest service, so they would probably still visit
a hotel that offers no technology integration. The other majority don’t think these hotels might
last in the market and they might have no interest to go the such hotels. Yet there is still a section
of people who like to have technology free time, while others don’t mind visiting such technology
deprived hotels as a need, yet they might not be satisfied but have no other current options around
which helps keep more people book such hotels and keep it at the market.

Finally, we asked the participants if they have ever got a real-time update or notification by
mobile apps during their stay. 70.3% have experienced it, while 29.7 haven’t. This shows that at
least 70 % of the participants are currently using the technology provided apps and experiencing
benefits from using it with up to date information about their stay and the details of their stay.

52
To sum up all the conclusions within 1 conclusion. Technology has a lot to offer and the current
offerings are enhancing satisfaction and resulting in amazing experience that guests are very
pleased to go through. Looking at the age that the participants have, most of them are ranging
from generations millennial till the oldest from generation Z. Then there is a section from
generation X which are the oldest of the participants. The youngest of the current generations to
exist are generation alpha, and this generation has been thriving on technology ever since they
were born.

5.2 Recommendations:

Currently most of the participants have shown a high interest and satisfaction with the existence
of technology in the hotel sector when generation Z did not have advanced technology available
and millennials were born during the rise and increase use of technology. Generation X is known
to be a generation raised by technology and chatting with AI regularly for entertainment. This
shows that although many have voted that hotels can still be demanded even if they don’t
integrate technology to their services, it would be true if the current generations visiting hotels are
the forever clients, but future clients are future adults of generation X who will demand the
presence of technology. This indicated that technology plays a huge roll with guest satisfaction
and also a role in keeping the hotel in business for long term. Unfortunately, some participants
added a note of Lebanese hotels hardly adapting technology accept the well-known chain hotels.
This means that Lebanese hotels are at risk of losing business and a future crisis in case the
conditions don’t improve. Yes, it is very challenging to undergo a change of system and service in
Lebanese hotels economically, but there is a risk to consider.

For further research and after resulting that technology is important in all its possible forms, there
should be more research to follow. The most recommended research is to indicate if hotels that
lack technology will have a continues future business. Also, how much would in cost on average
to have a successful technology system dedicated for guest service in Lebanon and how much
pricier reservations will be. Can the Lebanese pay the prices of reservations and services if all
hotels renovated and became more enhanced in technology?

53
 Chapter 6: References

Scientific Articles:

Amparo Sancho Pérez (2019): New technologies and their relationship with quality and human
resources, University of Valencia. Spain

Cihan Cobanoglu, Katerina Berezina, Michael L. Kasavana & Mehmet Erdem (2011): The Impact
of Technology Amenities on Hotel Guest Overall Satisfaction, Journal of Quality Assurance in
Hospitality & Tourism, 12:4, 272-288

Filipova Hristina, Ilieva Galina, Kazandzhieva Velina (2017): THE IMPACT OF

TECHNOLOGICAL INNOVATIONS ON HOSPITALITY SERVICE

Imane Ezzaouia & Jacques Bulchand-Gidumal (2022): The impact of information technology
adoption on hotel performance: Evidence from a developing country, Journal of Quality
Assurance in Hospitality & Tourism, DOI: 10.1080/1528008X.2022.2077886

Kevin D O’Gorman (2009): Origins of the commercial hospitality industry: From the fanciful to
factual, researchgate.net/publication

Truong Ngan, McClelland Robert James, Dang-Pham Duy, & Mathews Z. Nkhoma (2020):
Exploring the Impact of Innovativeness of Hospitality Service Operation on Customer
Satisfaction, researchgate.net/publication

Website Used:

https://www.blueprintrf.com/hotel-guest-profiles/

Books Used:

Bardi, James A., (2011): Hotel Front Office Management, Published by John Wiley & Sons, Inc.,
Hoboken, New Jersey. Published simultaneously in Canada.

54
Appendix

Technology and Hotel Guest Services

You are invited to participate in a research study about Technology and Hotel Guest Services.
This research is being conducted by Leila Jawhar as a part of a final senior project course at AUL
University. It should take a maximum of 5 minutes to be completed. Any information obtained
during the research study will remain confidential. Your identity will remain anonymous. Your
participation is voluntary.
layla11jawhar@gmail.com Switch accounts

* Indicates required question

 Informed Consent: Please check all the options below to consent your participation in this
research study. *

I have read and understood the above information

I understand that my participation is voluntary
I understand that my data will be kept confidential.
I agree to participate in this study.

 How old are you? *

17 - 25
26 - 33
34 - 40
Older than 40

 What is your gender? *

Male
Female

 What is your educational level? *

Elementary School
Middle School

55
High School
Bachelor Degree
Post-graduate degree

 On a scale of 1 to 10, how important do you believe data analytics and guest profiling are
in enhancing personalized customer experiences in the hospitality sector?
*

Less Important
1
2
3
4
5
6
7
8
9
10
More Important

 Have you encountered situations where technology-driven guest profiling led to a more
enjoyable and tailored experience during your stay?
*

Yes
No

 If yes, how did this impact your overall experience?

Your answer
 Do you believe that the benefits of data-driven personalization outweigh any potential
privacy concerns in the hospitality sector?
*

Yes

56
No
Maybe

 Does the star rating of the hotel play a role with the availability of personalized services?
*

Yes
No
Maybe

 Do you believe that the use of mobile apps for room key access enhances convenience and
efficiency for guests in the hospitality sector?
*

Yes
No
Maybe

 Have you encountered technologies like in-room tablets or smart controls that contributed
to a more enjoyable and comfortable stay in hotels?
*

No
Yes

 Do you think that online reservation platforms and booking apps have simplified and
improved the overall booking experience for hospitality services?
*

No
Yes

 Has the integration of technology, such as smart room controls and automation, positively
impacted your overall satisfaction during a stay in a hospitality establishment?
*

No
Yes

57
  Have you noticed advancements in technology leading to more efficient and responsive
customer service in the hospitality industry?
*

Yes
No

 On scale of 1 to 5 how much do you believe that the integration of AI technologies in

mobile applications enhances the overall convenience and accessibility of hospitality
services for guests?
*

Minimal Enhancement
1
2
3
4
5
Noticeable Enhancement

 Would you prefer using AI-powered chatbots for quick and straightforward inquiries,
leaving human staff available for more complex or personalized customer service needs?
*

Yes
No

 Do you believe that AI-powered chatbots contribute to faster response times and improved
efficiency in addressing customer inquiries in the hospitality sector?
*

Yes
No
Maybe

 Do you think hotels can stay in business if they don't integrate technology into their
service? *

58
No
Yes

 Do you feel that chatbots provide accurate information when assisting with inquiries in the
hospitality sector?
*

Yes
No

 Have you ever received real-time updates or notifications through a mobile app during
your stay at a hotel or resort?
*

Yes
No

59