Frank M. Go

The importance of cross-cultural expectations in the measurement of service quality perceptions in the hotel industry

Abstract Early service quality research posited that service quality is the gap or difference between “perceptions and expectations” (Parasuraman et al., 1988, J. of Retailing 64(1), 12–40). Recent research by Parasuraman et al. (1994, J. of Marketing 58, 111–124) has argued that “expectations” measurement is necessary in the measurement of the service quality construct. While Cronin and Taylor (1994, J. of Marketing 58, 125–131) have argued the reverse that one need not measure “expectations” to measure service quality. Evidence presented by Cronin and Taylor (1994; op. cit.) was collected in the American context and no cross-cultural samples were involved. This research paper examines the impact of “expectations” on service quality perceptions in the Hong Kong hotel industry which involved cross-cultural samples. Data were collected from hotel guests from different cultures in three major Hong Kong hotels using the SERVQUAL instrument to measure service quality. The study found that significant “expectations” differences exist between cultural groups and that “expectations” did not improve the validity of SERVQUAL.

Service Innovation in Hong Kong: Attitudes and Practice

This research explores managements attitudes towards innovation in Hong Kongs service firms and the extent to which service firms are committed to the general practice of managing service innovation. The growth in the scale and importance of the service sector in Hong Kong together with the limited analysis of innovation in the service industries, provide a prime justification for this study. Data were examined from four service groups: retail/wholesale, financial services, hotel/restaurant, and tourism. The findings suggest that although the majority of service organisations in Hong Kong are engaged in some type of innovation, they do not have any established system to control the process. In general, managers seem to confine their development to incremental or distinctive innovations and do not attempt to develop breakthrough innovations.

Hong Kong: Sustaining Competitive Advantage in Asia's Hotel Industry

In 1993, 7.2 million international visitors came to Hong Kong, spending nearly US

Matching global competition: Cooperation among Asian airlines

6.8 billion, which money represents 6.5 percent of Hong Kongs gross domestic product. The authors identify the contribution of the hotel industry in developing tourism into a leading Hong Kong industry, pinpoint the reasons for the territorys predominant influence on Asias hotel industry, and examine the challenges to the industrys future growth. They conclude with a vision statement in which they present Hong Kong in the 21st century as Asias center of excellence for the export of hotel-management and tourism-development expertise to developing economies in the region.

Four Seasons-Regent Building a Global Presence in the Luxury Market

Abstract The sluggish airline industry in America and Europe has pushed major international carriers to offer bargain fares and concessions in order to survive. Though Asian airlines are performing well and are profitable, the global competition has increased pressures considerably and led to reforms in the regional market. After reviewing the drivers that are causing change and affecting airline performance, the discussions shifts to the emerging strategic alliances between carriers. The introduction of frequent-flyer programmes in Asia serves as an illustration of how regional airlines are attempting to cope with the challenge of global competition.

Total Quality Management Transfer: A Case of Hong Kong Hotels

Abstract With the acquisition of Regent Hotels, Four Seasons instantly expanded from its North American base into the Far East to become a global competitor in the luxury segment.

Hotel and tourism management education: building a Center of Excellence in Hong Kong.

Hong Kong is world-renowned for its first-class hotels. But increasingly, there is a need for the systematic application of Total Quality Management (TQM) in Hong Kongs hotel industry because its labour turnover is unacceptably high, the cost of hotel labour is rising, and competition is increasing. TQM was first introduced in the local hotel industry during the late 1980s.Data on the present status of TQM in Hong Kongs hotel industry are inter preted within the context of the Chinese family business. The paper concludes by contrasting two case-studies to demonstrate the most effective implemen tation of TQM in Hong Kong hotels.

A Conceptual Framework for Managing Global Tourism and Hospitality Marketing

Though images of Hong Kong abound, relatively little is known in North America and Europe about Hong Kongs social, political, economic and educational system, and hotel and tourism education—and training in particular. The purpose of this article is therefore three-fold. It provides an overview of the dimensions and characteristics of Hong Kong society as a backdrop to exploring hotel and tourism management education in the territory. The article thon examines the key issues in Hong Kongs hotel and tourism industry, particularly in relation to human resources management and development. It subsequently outlines the Chinese cultural context in which education and training in Hong Kong takes place. Following this outline, the article offers a review of the evolving structure of Hong Kongs education and training system, which prepares students for careers in the hotel catering, travel and tourism industry. Finally, the article concludes with a discussion on the imperative to establish a Centre of Excellen...

Four Seasons-Regent

Marketers have the task of regulating the level, timing, and character of demand to help the tourism and hospitality organization achieve its objectives. But changing conditions and new realities are causing the need to progress beyond the classical marketing rules. Recent years have brought an acceleration of the rise of globalization. The implications for tourism and hospitality managers are profound, and the response will require a new orientation of managers and educators. Four emerging tourism and hospitality marketing paradigms can be distinguished, each arising out of the need to balance the interest of customer, community, and corporation within a global context.

Barriers to Implementing Quality Management in Hong Kong’s Hotels

When financial circumstances forced the sale of Regent International hotels, its trustees chose to sell the firm to Four Seasons hotels, selected from a number of potential suitors. The combination gave Four Seasons, which was well-known on the North American continent, an instantly expanded position in Pacific Asia, and also created the basis for expansion of the Four Seasons brand in Europe and Asia. With the combined brands, the company seeks to assert a strong market position in the luxury segment. An analysis of the firms position against a theoretical framework indicates that Four Seasons is now situated to operate according to a global strategy, rather than its former, essentially regional approach. One aspect of the acquisition was that Four Seasons was able to create a separate partnership entity to hold Regent and Four Seasons real estate, thereby removing a drag on operating profits and turning Four Seasons into strictly a management firm.