酒店管理中英文对照外文翻译文献

主题酒店中英文资料外文翻译文献主题酒店设计：当酒店遇上主题主题酒店作为一种正在兴起的酒店发展新形态，在国外已有近50年的历史，而在我国的发展历史不长，分布范围目前也仅仅局限在酒店业比较发达的广东、上海、深圳等地，有以回归大自然、科技或怀旧为主题的酒店，都体现出与众不同的经营特色。

虽然主题酒店在我国的出现属于新鲜事物，但是在国际酒店业中属于一种发展新趋势。

从国内仅有的几家主题酒店经营情况来看，经营状况均好于其他酒店。

面对前景如此光明的主题酒店，有必要对主题酒店的规划设计进行解析，给正在发展的主题酒店提供一点中肯的“炮灰”。

本文从引入主题、定位主题、展示主题、合理配置功能等几部分来阐述。

1. 引入主题主题酒店也称“特色酒店”，是以某一特定的主题，来体现酒店的建筑风格和装饰艺术，以及特定的文化氛围，让顾客获得富有个性的文化感受，同时将服务项目融入主题，以个性化的服务取代一般化的服务，让顾客获得欢乐、知识和刺激。

历史、文化、城市、自然、神话、童话故事等都可以成为酒店借以发挥的主题。

2. 定位主题在做景区规划时，首先要确定她的发展方向及定位，才能在众多的竞争者中脱颖而出，做强做大。

同样，主题酒店亦是如此，只不过当其位于景区之内时，更多的是依附于景区的主题定位，与之相呼应，为其服务。

当她位于城市区或者不仅仅依附于景区而存在时，主题酒店的准确定位显得尤为重要，所要考虑的问题也较多。

杭州“梦幻城堡”是个因主题定位不准而失败的典型案例。

3. 杭州“梦幻城堡”2003年年底，计划耗资15亿元人民币、号称“中国首座超五星酒店”的“梦幻城堡”本应从杭州萧山区传来开工的消息，不料却被杭州有关方面宣布其计划流产，有关人士称：“由于方案改变，‘梦幻城堡’不能再建。

”“梦幻城堡”原计划是杭州2006年世界休闲博览会的标志性建筑，占地13万平方米，高100多米，其投资方是著名民营企业宋城集团。

而其设计者，更是设计过世界最大酒店(米高梅大酒店)的美国著名设计师威尔登·辛普逊先生。

酒店绩效管理外文文献酒店绩效管理外文文献绩效管理是企业管理的重要组成部分，其应用不仅可以帮助企业提高效率、完成目标，而且还可以帮助企业实现长期发展。

酒店作为旅游行业的重要组成部分，其绩效管理同样具有重要意义。

以下是一些与酒店绩效管理相关的外文文献。

1. The Impact of Strategic Performance Management on Hotel Performance: A Study of Selected Hotels in Nairobi此研究旨在探讨策略绩效管理对内罗毕市选定酒店业绩的影响。

研究结果表明，采用策略绩效管理的酒店在销售额、市场份额、客户满意度和员工绩效方面表现更加出色。

2. A Dynamic Model of Hotel Performance Management本文提出了一种酒店绩效管理的动态模型，将重点放在如何识别和有效利用关键绩效指标（KPI）。

该模型包括四个步骤：确定酒店目标、制定绩效指标、跟踪绩效数据并制定行动计划，以及在必要时进行调整。

3. Applying the Balanced Scorecard to Small Hotels: A Case Study本文介绍了如何将平衡计分卡（Balanced Scorecard）应用于小型酒店绩效管理。

通过案例研究发现，平衡计分卡可帮助酒店实现战略目标，提高客户满意度和员工绩效，同时有助于管理者及时发现和纠正问题。

4. The Effects of Organizational Culture and Leadership on Hotel Performance该研究分析了组织文化和领导对酒店绩效的影响。

研究结果表明，具有积极组织文化和有效领导的酒店表现更加出色。

研究建议，酒店管理者应该注重营造积极的组织文化，同时提高领导水平，以提高酒店绩效。

5. Performance Measurement in the Hospitality Industry: Practices, Challenges and Future Directions本文对酒店绩效测量的实践、困境和未来方向进行了综述。

酒店服务质量管理外文文献翻译This article examines the issue of service quality management in the hotel industry。

The importance of providing high-quality service to customers is emphasized。

as it is a key factor in customer XXX can use to improve their service quality。

such as employee training。

customer feedback。

and service recovery。

nally。

the article highlights the role of technology in service quality management and the XXX.In the hotel industry。

providing high-XXX service during their stay。

and any ings in service quality can lead to negative reviews and a loss of business。

Therefore。

XXX service quality management in order to XXX.XXX employees。

hotels XXX。

problem-solving。

XXX。

hotels XXX.XXX of service quality management is service recovery。

Even with the best ns and efforts。

mistakes and service failuresXXX must have a plan in place for addressing these XXX refunds。

毕设附件外文文献翻译原文及译文(3500 字)原文Study of Service Quality Management in Hotel IndustryBorkar; SameerAbstractIt is an attempt to understand the role of quality improvement process in hospitality industry and effectiveness in making it sustainable business enterprise. It is a survey of the presently adopted quality management tools which are making the hotels operations better focused and reliable and meet the customer expectations. Descriptive research design is used to know the parameters of service quality management in hospitality industry. Exploratory research design is undertaken to dig out the service quality management practices and its effectiveness. Data analysis is done and presented; hypothesis is tested against the collected data. Since the industry continuously tries to improve upon their services to meet the levels of customer satisfaction; Study presents tools for continuous improvement process and how it benefits all the stake holders. It can be inferred from the study that the hotel implement continuous improvement process and quality management tools to remain competitive in the market. The study involves hotels of highly competitive market with limited number of respondents. This limits the study to hotel industry and has scope of including other hospitality service providers as well.Keywords: Customer Satisfaction, Perception, Performance Measurement, Continuous, Improvement Process.IntroductionIt has brought paradigm shifts in the operations of hospitality industry. The overall perspective of the industry is changed due to introduction of new techniques and methods of handling various processes. Awareness among the hoteliers and the guests has fuelled the inventions focused on operations. The increased sagacity of customer satisfaction led to the use of high standards of service in industry. The new service parameters made the hoteliers to implement quality management as an effective aid. It has significantly affected hotels' ability to control and adapt to changing environments. The use of new techniques began with the simple motive of sophistication and precise activities in the given field of operation which may result in high standards of service in global economy and has allowed the rise of a leisure class.Conceptual Framework This study of Service quality management in hospitality industry is an attempt to understand the presence of quality improvement process in hospitality industry and effectiveness in making it sustainable business enterprise. It is a survey of the presently adopted quality management tools which are making the hotels operations safer, focused and reliable and meet the customer expectations.As the hospitality industry becomes more competitive there is an obvious need to retain clientele as well as increasing profitability and hence management professionals strive to improve guest satisfaction and revenues. The management professionals whom are striving for these results however often have limited understanding of research surrounding the paradigms of guest satisfaction and loyalty and financial performance. This research paper shall enlighten some of the variables and important facts of service quality resulting into guest satisfaction.Review of LiteratureCustomers of hospitality often blame themselves when dissatisfied for their bad choice. Employees must be aware that dissatisfied customers may not complain and therefore the employees should seek out sources of dissatisfaction and resolve them. (Zeithaml V., 1981, p.186 -190)It is said that service quality is what differentiates hospitality sector, however there is not an agreed definition of what service quality is. There is however a few different suggestions of how to define service quality. Dividing it into technical, functional and image components; (Greenrooms C., 1982) another is that service quality is determined by its fitness for use by internal and external customers. It is accepted that service quality is depends upon guest's needs and expectations. A definition of service quality state that quality is simply conformance to specifications, which would mean that positive quality is when a product or service specific quality meet or exceed preset standards or promises. This however seems like an easy view within the hospitality industry. The alternative definitions read as follows: 1) quality is excellence; 2)quality is value for money; 3) quality is meeting or exceeding expectations. This appears better aligned with ideas which exist within hospitality management than the first mentioned simplistic approach. Service quality and value is rather difficult to calculate, companies must therefore rely on guest's quality perceptions and expectations to get consistent results which is best achieved by asking guest's questions related to expectations and their perceptions of the service quality, which can effectively be achieved through carefully designed surveys.A major problem with service quality is variability and limited capability and robustness of the service production process. (Gummesson E., 1991) Hotels consumers have well-conceived ideas about service quality and quality attributes are considered important for most types of services, the absence of certain attributes may lead consumers to perceive service quality as poor. The presence of these attributes may not substantially improve the perceived quality of the service. Most customers would be willing to trade some convenience for a price break, and that the behavior, skill level and performance of service employees are key determinants of perceived quality of services. This is a major challenge in improving or maintaining a high level of service quality. (Tigineh M. et al 1992)Studies focusing on service quality management suggest that service firms spend too little effort on planning for service quality. The resultant costs of poor service quality planning lead to lower profitability as part of the service failures. (Stuart F., et al 1996)When discussing satisfaction, it is important to understand that guest's evaluation of service comprise of two basic distinct dimensions:service delivery and service outcome (Mattila, 1999). Research indicates that how the service was delivered (perceived functional quality) is more important than the outcome of the service process (technical quality). This research clearly indicates that effort by staff have a strong effect on guest's satisfaction judgments.Companies delivering services must broaden their examination of productivity to help settle conflicts –the leverage synergies –between improving service quality and boosting service productivity. ( Parasuraman A. 2002)A key activity is to conduct regularly scheduled review of progress by quality council or working group and management must establish a system to identify areas for future improvement and to track performance with respect to internal and external customers. They must also track the changing preferences of customer. Continuous improvement means not only being satisfied with doing a good job or process. It is accomplished by incorporating process measurement and team problem solving an all work activities. Organization must continuously strive for excellence by reducing complexity, variation and out of control process. Plan-D-Study-Act (PDSA) developed by Shewhart and later on modified by Deming is an effective improvement technique. First Plan carefully, then carry out plan, study the results and check whether the plan worked exactly as intended and act on results by identifying what worked as planned and what didn't work. Continuous process improvement is the objective and these phases of PDSA are the framework to achieve those objectives. (Besterfield D. et al 2003)The 'servicescape' -is a general term to describe the physical surroundings ofa service environment (Reimer 2005, p. 786) such as a hotel or cruise ship. Guests are sometimes unconsciously trying to obtain as much information as possible through experiences to decrease information asymmetries This causes guests to look for quality signals or cues which would provide them with information about the service, which leads us to 'cue utilization theory'. Cue utilization theory states that products or services consist of several arrays of cues that serve as surrogate indicators of product or service quality. There are both intrinsic and extrinsic cues to help guests determine quality. Consequentially, due to the limited tangibility of services, guests are often left to accept the price of the experience and the physical appearance or environment of the hotel or cruise ship itself as quality indicators. Though there are many trade and academic papers discussing guest satisfaction has been published, one can note that limited attention has been paid to the value perception and expectations guests have towards product delivery and influence price guests pay for an experience has on satisfaction and future spending. Furthermore it is also known that the role of pricing in relation to guest determinants of perceived quality of services. This is a major challenge in improving or maintaining a high level of service quality. (Tigineh M. et al 1992) Studies focusing on service quality management suggest that service firms spend too little effort on planning for service quality.The resultant costs of poor service quality planning lead to lower profitability as part of the service failures. (Stuart F., et al 1996)When discussing satisfaction, it is important to understand that guest's evaluation of service comprise of two basicdistinct dimensions: service delivery and service outcome (Mattila, 1999). Research indicates that how the service was delivered (perceived functional quality) is more important than the outcome of the service process (technical quality). This research clearly indicates that effort by staff have a strong effect on guest's satisfaction judgments. Companies delivering services must broaden their examination of productivity to help settle conflicts –the leverage synergies –between improving service quality and boosting service productivity. ( Parasuraman A. 2002)Telephonic conversation with peers and friends in hospitality industry worked a wonder giving lots of inputs in drafting this paper. Secondary data sources- For this study, data sources such as hospitality journals, Books on service quality management, organization behavior, URL on internet of various hospitality majors. Referring hospitality publications were helpful in knowing the current inventions in industry.Research Tools: Descriptive research design is used to know the attributes of service quality management in hospitality industry. Exploratory research design is undertaken to dig out the service quality management practices and its effectiveness. Data analysis is done and presented in tables. The hypothesis is tested against the collected data.Hypotheses: The hypotheses framed for the subject areHypothesis 1: Implementing service quality management as a tool for improvement in Customer Satisfaction.Hypothesis 2: Practicing Continuous Improvement program has benefited hotel. Limitation & Scope of the Study: Though there was a specific questionnaire used for collecting information, the objective of the paper was well discussed with the every contributor and whatever the information was provided by these sources is arranged for further analysis. The analysis of the available data is done on the relevance to the topic. The effectiveness of the technology in conservation of resources was always a point of consideration. The data is sifted for making it as precise as possible.Analysis and DiscussionsThere is a significant relationship between service quality management and customer satisfaction. In hospitality industry, the customer satisfaction variables such as Availability, Access, Information, Time, delivery of service, availability of personal competence, Comfortable and safer atmosphere and pollution free environment are of prime concern to every hotelier. The industry continuously tries to improve upon their services to meet the levels of customer satisfaction.The intangible nature of the service as a product means that it could be very difficult to place quantifiable terms on the features that contribute to the quality and measurement of the quality of the product is a problem for Service quality management.The customer is frequently directly involved in the delivery of the service and as such introduces an unknown and unpredictable influence on the process. The customer variability in the process makes it difficult to determine the exactrequirements of the customer and what they regard as an acceptable standard of service.This problem is magnified as it is often judgmental, based on personal preferences or even mood, rather than on technical performance that can be measured. Every hotel has a target market to cater which has very specific requirement in terms of expected and perceived quality of service.The customers come with different perception of quality every time they come to hotel and this makes it quite difficult to define quality and set the level of it. It requires hotel to continuously compare their perception against customer perception in terms of satisfaction measurement with performance measurement. The study has shown that the effective tools which management of various hotels uses for continuous improvement process and how it is dissipated amongst all the stake holders.译文酒店业服务质量管理研究博卡;萨米尔摘要本文旨在研究酒店业中质量改进过程的作用以及如何有效地推动企业的可持续发展。

酒店管理专业的英文范文The Essence of Hotel Management: An Insight into the Industry.In today's fast-paced and globally interconnected world, the hotel industry stands as a vibrant and dynamic sector, continuously evolving to meet the ever-changing demands of travelers. At the heart of this evolution lies the pivotal role of hotel management, a profession that requires ablend of creativity, strategy, and customer-centric service.The Fundamentals of Hotel Management.Hotel management encompasses a wide range of activities, from overseeing day-to-day operations to strategizing for long-term growth. The core competencies of a successfulhotel manager include excellent organizational skills, a keen understanding of the industry, and a passion for delivering exceptional customer service.The foundation of any hotel management practice is the understanding of the guest's needs and expectations. This starts with the initial booking process, where the hotel's staff ensures that the guest's requirements are met and exceeded. It continues throughout the guest's stay, from the moment they check-in to the time they bid farewell. The attention to detail and personal touch are crucial in creating a memorable guest experience.Operations Management in Hotels.The operational aspect of hotel management involves overseeing various departments such as front office, housekeeping, food and beverage, and maintenance. Each of these departments plays a vital role in ensuring the smooth running.。

酒店管理英语怎么说英文翻译Hotel Management: How to Say it in EnglishIn today's globalized world, proficiency in English has become crucial for individuals working in various industries. The hospitality sector, particularly hotel management, requires excellent communication skills, including the ability to understand and speak English fluently. In this article, we will explore how to say different aspects of hotel management in English.1. Hotel: A place that provides lodging, meals, and other services for travelers and tourists.- "酒店" in English: Hotel2. Hotel Manager: The person responsible for overseeing the day-to-day operations of a hotel, ensuring guest satisfaction, and managing staff.- "酒店经理" in English: Hotel Manager3. Front Desk: The reception area in a hotel where guests check-in, check-out, and receive information about the hotel and its services.- "前台" in English: Front Desk4. Reservation: The action of reserving a room or service in advance.- "预订" in English: Reservation5. Room Types:- Single Room: A room designed for one occupant with a single bed.- "单人房" in English: Single Room- Double Room: A room with one large bed or two separate beds, for two occupants.- "双人房" in English: Double Room- Twin Room: A room with two separate beds, for two occupants.- "双床房" in English: Twin Room- Suite: A larger, more luxurious room or set of rooms with additional living space and amenities.- "套房" in English: Suite6. Check-in: The process of registering as a guest at the front desk and receiving room keys or access cards.- "办理入住" in English: Check-in7. Check-out: The process of settling the bill and returning the room keys or access cards upon leaving the hotel.- "办理退房" in English: Check-out8. Housekeeping: The department responsible for cleaning and maintaining guest rooms.- "客房服务" in English: Housekeeping9. Concierge: A hotel staff member who assists guests with various services, such as making reservations, arranging transportation, and providing recommendations.- "礼宾部" in English: Concierge10. Room Service: The delivery of food, beverages, and other items to guest rooms upon request.- "客房服务" in English: Room Service11. Banquet: A formal meal or gathering held for a special occasion or event, often in a designated event space within the hotel.- "宴会" in English: Banquet12. Conference Room: A dedicated meeting space equipped with audiovisual equipment and other amenities for business meetings and conferences.- "会议室" in English: Conference Room13. Facilities and Amenities:- Pool: A recreational area for swimming and relaxation.- "游泳池" in English: Pool- Gym: An exercise facility equipped with fitness equipment.- "健身房" in English: Gym- Spa: A facility offering various wellness treatments, such as massages, facials, and body treatments.- "水疗中心" in English: Spa- Restaurant: An establishment within the hotel that offers meals to guests and the public.- "餐厅" in English: Restaurant- Bar: A place within the hotel where guests can socialize and enjoy alcoholic beverages.- "酒吧" in English: Bar14. Guest Complaint: An expression of dissatisfaction or disagreement by a hotel guest regarding the service or facilities provided.- "客人投诉" in English: Guest Complaint15. Staff Training: The process of providing instruction and guidance to hotel employees to develop and enhance their job skills and knowledge.- "员工培训" in English: Staff Training16. Revenue Management: The strategic pricing and allocation of hotel rooms or services to maximize revenue and profitability.- "收益管理" in English: Revenue Management17. Online Reviews: Feedback or comments left by guests on online platforms, such as websites or social media, regarding their hotel experience.- "网上评论" in English: Online Reviews18. Hospitality Industry: The industry that encompasses hotels, restaurants, resorts, and other businesses providing services to travelers and tourists.- "酒店业" in English: Hospitality IndustryIt is important for hotel professionals to continuously improve their English language skills to effectively communicate with international guests and create a positive guest experience. Learning and mastering the appropriate English terminology related to hotel management provides a strong foundation to thrive in this industry.。

原文In today's world competition is the talent competition, high-quality human capital is the hotel industry continued to be healthy and stable development of the fundamental guarantee. With the hotel employees in the quality of ideas and sense ofself-development and growing the concept of democracy, the hotel that thepeople-oriented service sector in terms of human resource management staff revealed low awareness of service with low staff turnover rate increased the title and so on. This paper analyzes the status quo, therefore, material incentives, moral incentives, as well as the incentive system and a combination of four-star hotel human resources management of the actual situation of the modern hotel management incentive mechanism has done a preliminary study. In addition, some hotels in human capital development to improve the human capital level of the hotel's strategy and measures.Chapter 1 Analysis of the hotel industryHotel industry, in the final analysis is the talent competition. Management of the core issue is the question. In hotel management in the use of human resources management to obtain a competitive advantage more and more cases.Case: newspapers and magazines continue to publish articles reporting the adverse conditions of the service sector, front-line staff error continuously, the attitude of the poor is ignored customers home. Lack of skilled staff, in the face of the high rate of loss of the services sector is suffering to those who come into contact with customers to inject new vitality enterprises. Analysis showed that: when a person was a high degree of motivation, he will take the initiative to work hard to provide the customers with the best possible service; and have not been inspired, he will save energy as much as possible. The primary task of modern managers is to kindle the enthusiasm of staff working inside the fire, to drive the staff work to show the outstanding organizations in order to achieve the best performance expectations. In the enterprise has been an excellent leader in recognition of this point, only the "people-oriented" corporate governance can be in today's fierce competition for survival, development, and prosperity. Management is an art, staff motivation is the art of art, the soul of the enterprise employees. Staff to design effective incentive mechanism to increase the enthusiasm of the staff. So that it can be in various different corporate culture and organizational structure of the enterprise environment to play their maximum potential in order to achieve the expectations of the target organizations. Let us first of all, let me incentive divided into three categories: material incentives, moral incentives and the design of incentive mechanisms, through these three types of analysis and understanding, so that we understand the role of incentive mechanism and significance of the enterprise so as to establish an effective incentive system. We are encouraged by the following methods to fall into two categories: material and spiritual encouragement and incentives; incentives of thesemethods of understanding and knowledge in order to let us realize that the role of incentives.Chapter 2 material incentivesMaterial incentives is the way to the adoption of incentives to encourage trade union work.Its main manifestations of positive incentives, such as wages, bonuses, allowances, benefits, etc.; negative incentives such as fines. Material needs is the first of human needs, is engaged in social activities of all the basic motive, therefore, the material incentives to encourage the main mode is the internal use of Chinese enterprises are very common mode of an incentive.Excitation method is 2.1Hotel reward is the good organization of the behavior of employees or work performance and in recognition of the positive. Incentives as a means of staff motivation, incentives designed to induce employees by their exemplary acts to maintain and carry forward and set an example for all staff, for staff morale Fen play a positive role in promoting. Make good use of this means we must pay attention to the following: (a) awards to be timely, and an incentive to innovation. (B) the attention of other employees of the psychological. Constantly set new goals, to play down the past focus on the future, to establish a correct view of the fair. (C). Emphasis on incentive groups, activities in a modern hotel in the achievement of organizational goals, personal dignity and achievements, both need to go through the joint efforts of groups can be achieved, the emphasis on incentive groups, is conducive to the formation of a unified staff the ideological understanding, and enhance the cohesion of staff to enhance their competitiveness.2.2 negative excitation methodPunishment is a negative incentive is a modern hotel staff in order to correct the bad behavior, and to obtain a compulsory measure. Applied correctly, can be made to the wrong acts of a very good deterrent. However, employees must not be punished mainly as a supplementary means only, otherwise it will backfire. In the use of the means to pay attention to the following points: (a) those that can not teach and to punish. Give education top priority should be on the incorrigible or those who have serious consequences for the implementation of punishment, and punishment can not be hosted attention. (B) select a reasonable and effective punishment, and the scope can not be too large, but not a total negation of the attention to small or large, the psychological harm to employees. (C) will be a matter of principle to the combination of flexibility and principles, adhered to more stringent enforcement. In strictaccordance with the provisions of the system under the premise of a certain degree of flexibility is absolutely necessary, so in a reasonable incentive to be strict, strict fair, a large number so as to achieve the purpose of education, although, material incentives is not a panacea, but we have to reasonable use of material incentives that adouble-edged sword. For example: in the Jeju Island Group has a management program such that when the staff came to the company the first day of work, the company will staff the case of some families, such as economic conditions in a multifaceted understanding of the understanding on the establishment of a staff personal data, in the day-to-day work of the staff analysis of data, work in the future, managers will be on the previous analysis of the implementation of effective employee incentive program. Comprehensive understanding of the needs of employees and the quality of work is good or bad, according to the situation of constant incentive to develop accurate, thereby mobilizing the hotel staff to achieve each and every performance should be.Inspire the spirit of Chapter 3Management experts point out that Pitt had "side-effects will be rewarded, because of the high prize money would blockade the news to each other and affect the normal development, the social atmosphere will be errors." Enterprise alone, therefore the material may not be able to play the role of incentives, so they have another incentive - the spirit of encouragement. On this incentive, I roughly divided into the following categories: goals motivation and participation in competitive incentives and other incentives.译文：当今世界竞争是人才的竞争，高素质的人力资本是酒店业得以健康持续稳定发展的根本保证。

此文档是毕业设计外文翻译成品（含英文原文+中文翻译），无需调整复杂的格式！下载之后直接可用，方便快捷！本文价格不贵,也就几十块钱！一辈子也就一次的事！外文标题：Interrelationships of Service Quality, Customer Satisfaction, Corporate Image and Customer Loyalty of Malaysian Hotel Industry外文作者：Tat-Huei Cham文献出处: Int. J. Services, Economics and Management, Vol. 4, No. 4, 2018 (如觉得年份太老，可改为近2年，毕竟很多毕业生都这样做)英文5152单词，32172字符(字符就是印刷符)，中文7728汉字。

Interrelationships of Service Quality, Customer Satisfaction, Corporate Image and Customer Loyalty of Malaysian Hotel Industry Abstract: The rapid growth of the hotel industry in the first decade of the 21st century forced hotel operators to critically acknowledge the importance of service improvement in order to gain competitive advantage. Therefore, identifying the factors that influence the quality of services of hotels is critical for the success of the hotels. Corporate image and customer loyalty should also be emphasised to ensure the sustainability of the hotels in this competitive industry. Hence, this study is conducted to discover the factors influencing perceived service quality of Malaysian hotels, as well as exploring the relationship between perceived service quality with customer loyalty and corporate image. Additionally, this study is one of the few studies on quality certification related to the demand perspective and also on the mediating role of image on the relationship between service quality and loyalty in the hotel industry.Keywords: service quality; customer loyalty; corporate image; quality certifications; International Organization for Standardization; ISO; cultural differences; Malaysia.1IntroductionThe Malaysian hotel industry, a highly competitive industry, with 2,085 players in themarket (Malaysian Association of Hotels, 2010), compels its players to strive towards excellence in delivery in order to remain at the forefront. Economic development and advancement in technology bring forth an improved standard of living, intensifying demands by the domestic and international markets (Atilgan et al., 2003). Thus, the quest to stay ahead can only be achieved with first class delivery of services.This has called upon many studies to be conducted on service quality in the Malaysian hotel industry (e.g., Lau et al., 2005; Sidin et al., 2001). For this study, the SERVQUAL model by Parasuraman et al. (1988) is utilised. This model consists of five dimensions of service quality, which will be discussed later. The ratings on these dimensions were examined in order to identify the problem areas and a comparison by quality certification and cultural differences was conducted.It is envisaged that the International Organization for Standardization (ISO) quality certification on hotels is deemed to have an impact on the services provided by hotels. Only few studies however, have incorporated the influence of quality certification on perceived service quality (e.g., Caro and García, 2009; Claver et al., 2006; Quazi and Padibjo, 1998). None of these studies have been conducted in the Malaysian context. These studies too had focused only on the supply perspective, eliciting opinions only from industry experts and managers and neglecting the demand aspect of customer perspective. This is a major drawback as it is the consumers who will eventually decide on the benefits of service quality in the respective hotels. Hence, this study has found it pertinent to investigate the issue of ISO quality certification. This factor will be investigated along with another important differentiating element in service quality which is cultural differences.As an Asian country, actively promoting tourism in the international arena, Malaysian hotels are frequented by guests of myriad cultures. The popularity of Malaysia as a tourist destination for people all over the world is evident with Malaysia being ranked the ninth most travelled to destination in the world by the United Nations World Tourism Organisation (UNWTO) (Malay Mail, 2010). The boom in the Malaysian tourism sector brings forth an increase in tourism arrivals from 22,052,488 tourists in 2008 to 23,646,191 in 2010 (News Straits Times, 2011). The benefits of a booming tourism sector to the hotel industry is also manifested in the form of increased lengths of stay whereby the average length of stay of tourists increased from 6.4 nights in 2008 to 6.7 nights in 2010.With the increase in tourism, comes an increase in tourists from both Asian and non-Asian countries. Asian tourist arrivals increased by 10.5% with an increase of 12.3% of receipts from this region (News Straits Times, 2011). Singapore, Malaysia’s nearest neighbour, is seen as the largest contributor to total receipts with a share of 51.5%. All this indicates that hotels must be prepared to satisfy guests from different cultural backgrounds. An increase in Asian guests may pose a challenge as it was noted in studies such as Hsu and Kang (2003) and Tsang andAp (2007) that Asian tourists provide lower evaluations of service quality as compared to non-Asian tourists. This study will examine the ratings for different dimensions of service quality of Asians and non-Asians and if the conjecture on the differences in ratings is merited to be true, recommendations will be provided on how Malaysian hotels can meet this challenge.The understanding of perceived service quality will be detailed further with an exploration of its association with hotel image and customer loyalty. Kandampully and Suhartanto (2000) and Nguyen and LeBlanc (1998) discuss the mediating role of hotel (corporate) image on the relationship between service quality and loyalty. Understanding this is important as loyalty helps hotels to increase their market share (Tepeci, 1999) and profits (Kandampully and Suhartanto, 2000). Also, if the mediating role of image holds true, a negative image caused by poor service quality would shift customer loyalties to other hotels.Thus, the present study attempts to deal with the paucity of research on some of the above issues. Rating of SERVQUAL dimensions are evaluated and compared by ISO and non-ISO hotels and also by Asian and non-Asian guests. The influence of perceived service quality on image and loyalty is then determined together with the mediating role of image in the relationship between quality and loyalty.2Literature review2.1Perceived service qualityDue to the rising importance of service quality, many scholars have tried to develop frameworks and scales to measure the perception of service quality (Seth et al., 2005; Ladhari, 2009). One of the most well-known models is the SERVQUAL model (Parasuraman et al., 1988). It has been found by studies such as Shahin (2005) to be the most reliable option of service quality measurement because the location of quality related problems can be identified based on clear standards of service delivery. Hence, the SERVQUAL model has been widely cited in both service quality and hotel literature (e.g., Claver et al., 2006; Kandampully and Hu, 2007).The SERVQUAL model constitutes five service quality dimensions which are tangibles, reliability, responsiveness, assurance and empathy. Tangibles represent the equipment, appearance of personnel and physical facilities. Reliability refers to the ability of a firm to exercise the promised service dependably and accurately. Responsiveness is defined as the willingness to assist participants and provide prompt attention. Assurance represents courteous and knowledgeable employees and lastly, the empathy dimension includes the caring and individual attention provided to users. Service quality is further conceptualised and the definition utilised in hospitality studies such as Asubonteng et al. (1996), as the difference between the customers’ perceptions and their expectations. However, due to the lack of reliability and validity of the above measure, this study will use only perception scores as suggested byseveral researchers such as Strandvik and Liljander (1994).2.2Factors influencing perceived service quality2.2.1Quality certificationsDue to the importance of service quality in the hotel platform, a large number of hotels have engaged in obtaining quality certification (Brown and van der Wiele, 1995). The most popular quality certification is the award by the ISO 9000 and 14000 series which is the main focus for all hospitality companies. The significant reason for obtaining certification is to improve the quality image projected to the market (Claver et al., 2006). Moreover, Quazi and Padibjo (1998) noted that ISO certified organisations in countries such as Singapore gained various advantages and benefits such as increase in customer preference and customer satisfaction and an enhancement of the firm’s image. Thus, it can be hypothesised that:H1 The perceived service quality of ISO-certified hotels is higher than the non-certified hotels.2.2.2Cultural differencesCultural differences play an important role in understanding differences between customers and are at times perceived as one of the main factors affecting the preferences and values of consumers in opting for products or services (Manrai and Manrai, 2009). Studies such as Hsu and Kang (2003) and Tsang and Ap (2007) reveal that Asian tourists have higher expectations and evaluated perceived service quality more unfavourably compared to the non-Asian tourists. This is plausible since most of the Asian countries are developing countries and the income per capita is relatively low (Hsu and Kang, 2003). Therefore, this issue will directly lead the Asian tourists to have a higher expectation compared to the Western tourists. However, to what exte nt the cultural differences influences can influence perceived service quality in Malaysian hotels is still remained vague, therefore, it can be hypothesised that: H2 Asian consumers tend to give more unfavourable ratings compared to non-Asian consumers.2.3Service quality, corporate image and customer loyaltyCustomer loyalty in this study will be conceptualised according to indicators developed by Skogland and Siguaw (2004) which has partitioned loyalty into three dimensions which are price insensitivity, repeat-patronage and positive word of mouth.A positive relationship was found to exist between service quality and customer loyalty by studies such as Kandampully and Suhartanto (2000) and Nguyen and LeBlanc (1998). It will be determined in this study too whether service quality has an impact on customer loyalty.Corporate image is defined as something that comes to the customers’ mind when they hear the name of a business (Nguyen, 2006). Although there seems to be lack of consensus in the literature on how to define and operationalise the image construct, this study borrowed from the research of Kandampully and Suhartanto (2000) which is also on the hotel industry. Based on Kandampully and Suhartanto’s (2000) study,image will be partitioned into two dimensions which are image attributes and image holistic.The impact of perceived service quality on loyalty is found to be enhanced with the presence of corporate image. This is due to the fact that service quality is found to have a positive influence on the hotel image (Kadampully and Suhartanto, 2000; Nguyen and LeBlanc, 1998) and image is then found to have an impact on loyalty. Image influences loyalty as with a superior image a firm is likely to be noticeable in the marketplace because it is able to attract both trial users and repeat customers (Andreassen and Lindestad, 1998). Hence, we can infer that perceived service quality has a direct and indirect influence on loyalty. The mediating influence of hotel image seems to be very prominent as Nguyen and LeBlanc (1998) confirm in their findings on financial services. They claimed that once a consumer is a member of a financial institution, their sense of belonging to an institution that has a strong image will become the main factor influencing loyalty, and the role of perceived service quality as an influencing factor on loyalty will no longer exist. In this study, it will be determined whether the same scenario applies to the hotel industry. The following hypotheses are thus developed:H3 There is a positive relationship between perceived service quality and hotel image. H4 There is a positive relationship between perceived service quality and customer loyalty.H5 There is a positive relationship between hotel image and customer loyalty.H6 Image serves as a mediator in the relationship between perceived service quality and customer loyalty.3Methodology3.1Sampling methodThis survey was conducted in two areas in Malaysia which are Kuala Lumpur and Penang. Kuala Lumpur, being the capital of Malaysia and Penang, being an island frequented by tourists, are two areas that are deemed to have a wider spectrum of people from different nationalities staying at hotels there. These areas too have a myriad of hotels including a number of ISO status hotels. This will enable the study to capture the aspect of cultural differences and quality certification in service quality ratings. Questionnaires were administered outside a five-star ISO status hotel and non-ISO status hotel for both areas. For all hotels, an attempt was made to obtain a sufficient number of respondents of Asian and non-Asian origin.A sample size of 200 was chosen to facilitate the ability to conduct statistical tests such as factor analysis whereby Hair et al. (2010) advocated a ratio of respondent to variable of 10:1 to be favourable for conducting factor analysis. As the highest number of items for a construct is 22, the sample size of 200 is deemed appropriate. Support for this figure is also rendered judging from the results of the factor loadings which are all reasonably high (refer to Table 1) (Tabachnick and Fidell, 2001). The sample size of 200 also helps to ensure an equal number of customers from ISO andnon-ISO hotels. Of the 200 questionnaires distributed, 94 usable ones from the ISO hotels and an equal number from non-ISO hotels were taken as samples. The non-Asian respondents for ISO hotels were slightly higher (66%) compared to Asian respondents and for non-ISO hotels, the Asian respondents were slightly higher (69%).3.2MeasurementThe construct of perceived service quality for this study will be measured based on the widely accepted SERVQUAL model which embodies 22 items, of which four items were used to measure the tangible attribute, five items for reliability, four items for responsiveness, four items for assurance and five items for empathy.The image construct can be divided into six items for the hotel image attributes and four items for the holistic attributes. The ten items are: “The hotel is conveniently located”; “The hotel has up-to-date physical facilities”; “The hotel has attractive interior design”; “The hotel is worth the price paid”; “The hotel provides excellent quality of goods and services”; “The hotel has employees with excellent performance”; “The hotel has distinc tive atmosphere”; “The hotel has excellent reputation”; “The hotel has attractive external appearance” and “The hotel has attractive layout”.The customer loyalty construct contains a battery of seven items on price insensitivity (two items), repeat-patronage intention (three items) and propensity to spread positive word-of-mouth (two items). The items are: “I consider myself to be a loyal guest of the hotel”; “If the hotel were to raise the price of my stay, I would still continue to be a guest of the hot el”; “If a competing hotel were to offer a better rate or discount on their service I would switch”; “In the near future, I intend to use this hotel more often”; “As long as I travel to this area, I do not foresee myself switching to a different hotel”; “I would highly recommend the hotel to my friends and family”; and “I am likely to make positive comments about the hotel to my friends and relatives”. All constructs were measured on a seven-point Likert scale with a higher value indicating a higher rating towards quality, a stronger perception towards the image of the hotel and a higher loyalty towards the hotel.4Results4.1Perceived service quality, cultural differences and quality certificationAs mentioned earlier, the SERVQUAL model, constituting five service quality dimensions is utilised in this study to measure perceived service quality. Factor analysis was first administered to determine whether all the items of the service quality dimensions fall into their respective dimensions. One item from the assurance dimension and another from the empathy dimension were removed from the factor analysis due to cross-loadings with other dimensions. The final results for the service quality dimensions are shown in Table 1. The assumptions of factor analysis are all met with a significant Bartlett test, a cumulative percentage of variance extracted of 70.4%, an overall Kaiser- Meyer-Olkin (KMO) measure of sampling adequacy of 0.717 and communalities of above 0.5 for all items. The reliability of all dimensions,measured by Cronbach alpha, is more than 0.7. These are all criteria stated as acceptable by Hair et al. (2010). With the results of the factor analysis established, the scores for the items on each dimension are then averaged to develop a scale for the dimensions.Cluster analysis was then utilised to categorise respondents into clusters according to their assessment of service quality dimensions. In order to obtain the most suitable number of clusters, hierarchical cluster analysis, using the Ward method was performed on the dimensions and also on the individual variables, which are the variables that load the highest on each factor. Two to four clusters were explored for both methods as indicated by the agglomeration schedules. Finally, the most interpretable was deemed to be the two cluster solution derived from the cluster analysis conducted on the dimensions. A further justification for the method used is that cluster analysis on the dimensions helps to control for multi-collinearity (Hair et al., 2010). A justification for using the Ward method is that near equal number of cases are obtained for each cluster when this method is used and this facilitates comparison across groups. To validate the clusters, a similar clustering method was performed on a random 50% of the sample and the classification results of this sample compared to the full sample are 100% for cluster 1 and 87% for cluster 2.Table 2 delves into the description of the clusters according to service quality ratings. Significant differences are only found for the dimensions of reliability, assurance and empathy and not for tangibles and responsiveness. Although both clusters have given quite a high rating for service quality, cluster 2’s ratings are much higher (average values close to 6) compared to cluster 1’s rating (average values closer to 4 except for assurance). Hence, the conclusion is to label cluster 2 as people with highly positive ratings and cluster 1 as people with less positive ratings.4.2Image, loyalty and its relationship with perceived service quality, cultural differences and quality certificationFactor analysis was performed on image and customer loyalty and the results confirm that all the items for each of the constructs fall into one factor. For image, no items were removed and the percentage of variance extracted was 61% (refer to Table 5). For loyalty, one item was removed due to its low communality value and the removal of this item increased the percentage of variance extracted from 64% to 68.5% (refer to Table 5). The image factor is hence not explained as well as the loyalty factor but in social science studies, a value of above 60% is also deemed acceptable (Hair et al., 2010). Furthermore, both factors have a high reliability value.Finally H3 to H6 on the influences of perceived quality on image and loyalty will be addressed with the results in Tables 4 and 5. The ANOV A results in Table 4, model (1) shows that cluster differences in mean rating of image exist. These results are validated by a large effect size represented by a partial eta squared of more than 0.14(Cohen, 1988 in Kinnear and Gray, 2011), a strong power of the study (more than 80%) and an adjusted R2 of 0.449 which points to a moderately strong fit. Table 4, model (2) shows that mean differences in perception of loyalty among the clusters also exist although the adjusted R2 indicates that this influence is not strong (0.288). Hence, H3 on the influence of service quality on image is strongly supported and H4 on the influence of service quality on loyalty is partially supported.The ANCOV A results for model (3) are now incorporated into the explanation in order to address H5 and H6. The inclusion of image to the model causes the cluster differences in mean rating of loyalty to be insignificant. Image however remains significant with a strong effect size and power of the study plus a moderately high adjusted R2. This indicates that perceived service quality has a strong influence on image but not loyalty and image in turn strongly influences loyalty. For further description, Table 5 shows that the influence of service quality on image is positive whereby cluster 2 (which are respondents who had given a higher service quality rating), portrays significantly higher mean values for image compared to cluster 1. The results are validated further with a much higher mean ratings for image and loyalty for ISO hotels and non-Asians, which are also the categories with high service quality ratings. Hence, we can infer that image is a full mediator in the influence of perceived service quality on loyalty. H5 and H6 are thus supported. The results of model (3) however now negate support for H4 on the direct influence of perceived service quality on loyalty.5Conclusions and managerial implicationsIn conclusion, we deduce that guests generally have a positive view about hotels in Malaysia based on the relatively high overall mean values for perceived service quality, corporate image and customer loyalty. Despite this, managers should still strive to further improve the quality to stay competitive. It is found that quality certifications and cultural differences pose a significant influence on perceived service quality with quality certifications demonstrating the strongest influence. Hotels with ISO quality certification are portrayed to be of high quality. This is as expected as the standardisation of the services layout and delivery of promised services by hotels, as required by quality certificates, would most likely lead to greater customer satisfaction (Claver et al., 2006). Hence, this research suggests a need for more hotels in Malaysia to adopt quality certification.The process of acquiring the ISO certification can be a daunting and costly process in terms of the paperwork involved and the unprofitable regulations that have to be complied with such as environmental and safety laws. Hence, management and employees alike should be made aware of the long term benefits of ISO certification that can be reaped in terms of a higher service quality, which translates to a more reputable image and an increase in loyalty. Hotels without ISO certification should plan strategically and be willing to initially invest on efforts such as reading the manuals on ISO, taking an audit on thecurrent status, providing ISO training for management and employees alike, hiring a consultant to help achieve this and other pertinent measures. The Malaysian government too, in its quest to promote tourism should be willing to subsidise hotels in achieving quality parallel to international standards in order to achieve international quality certification. A similar scenario to be aped would be when the Singapore government wanted to encourage its companies to achieve ISO14001 and subsidised 70% of the cost of achieving it so that more of their companies would be able to compete at international levels (Chan and Wong, 2006).Asian customers have given lower ratings compared to non-Asian customers. This supports claims made by studies such as Hsu and Kang (2003) and Tsang and Ap (2007). There can be a dual reasoning for this, either Asians are more concerned about getting their money’s worth due to their lower levels of income or there is some discrepancy in the perceptions of Asians and non-Asians in how the services are delivered to them. Either way, the findings have highlighted that these two heterogeneous segments exist. Further scrutiny of these differences depict that the low ratings by Asians are mainly for the dimensions of Reliability and Empathy. It is therefore recommended that hotels adopt a nuanced view about these differences. Customer feedback surveys comparing the needs of these two groups should be conducted and strategies should be implemented to cater to them. By identifying these requirements, hotels can deliver services that matter most to the different groups and hence distribute their limited resources wisely. Cultural training too as suggested by Reisinger and Turner (2003) can be provided to ensure that employees communicate with guests of different cultural background in a manner that is in accordance to their expectations. For instance, a luxurious five star Mandarin Oriental Hotels in Kuala Lumpur has trained and formed a team of employees to cater and handle the needs (e.g., language, food and beverages, cultures, etc.) of Middle East tourists as they see this segment as one of their important target customers.Finally, although perceived service quality is extensively acknowledged as a prerequisite to achieving customer loyalty, this study reveals that corporate image is a full mediator in the relationship between service quality and loyalty. This shows that service quality plays an important role in creating a positive image and this in turn can be translated to create loyalty among guests. As service quality does not have a direct influence on loyalty, high quality of services alone does not ensure loyalty. If other factors exist to tarnish the image, loyalty may still not be established. Hence, as suggested by Kandampully and Suhartanto (2000), other service marketing factors that directly affect image such as product, place, price, promotion and others should also be taken into consideration and ensured that they are in line with the image of the hotel. Customers attracted to the hotels should be clear about the image projected by the hotel and it should be ascertained that this image is orchestrated in all hotels of the same chain.In summary, the findings of this study contribute to the knowledge of service qualityof hotels especially in the Malaysian context. It is hoped that after realising the benefits that can be reaped by obtaining quality certification, more hotels in Malaysia will strive against all odds to achieve this and their efforts will be supported by the Malaysian government in line with promoting tourism. Furthermore, the heterogeneous nature of the Asian and non-Asian segments also highlights the importance of distinguishing these segments when analysing customer feedback surveys and tailoring services according to these needs. Finally, the mediating role of image emphasises that good service quality should be coupled with other promotional factors to build a reputable image as only a strong, consistent image, in line with the needs of the target consumers of the hotel, can ensure continuous loyalty. ReferencesAndreassen, T.W. and Lindestad, B. (1998) ‘Customer loyalty and complex services, the impact of corporate image on quality, customer satisfaction and loyalty for customers with varying degrees of service expertise’, International Journal of Service Industry Management, V ol. 9, No. 1, pp.7–23.Asubonteng, A., McCleary, K.J. and Swan, J.E. (1996) ‘SERVQUAL revisited: a critical review of service quality’, The Journal of Services Marketing, V ol. 10, No. 6, pp.62–81.Atilgan, E., Akinci, S. and Aksay, S. (2003) ‘Mapping service quality in the tourism industry’,Managing Service Quality, V ol. 13, No. 5, pp.412–422.Brown, A. and van der Wiele, T. (1995) ‘Industry experience with ISO 9000’, Asia Pacific Journal of Quality Management, V ol. 4, No. 2, pp.8–17.Caro, L.M. and García, J.A.M. (2009) ‘Does ISO 9000 certification affect consumer perceptions of the service provider?’, Managing Service Quality, V ol. 19, No. 2, pp.140–161.Chan, E.S.W. and Wong, S.C.K. (2006) ‘Motivations for ISO 14001 in the hotel industry’, Tourism Management, V ol. 27, No. 3, pp.481–492.Claver, E., Tari, J.J. and Pereira, J. (2006) ‘Does quality impact on hotel performance?’,International Journal of Contemporary Hospitality Management, V ol. 18, No. 4, pp.350–358.Hair, J.F., Black, W., Babin, B., Anderson, R. and Tatham, R. (2010) Multivariate Data Analysis: A Global Perspective, Pearson Education Inc., New Jersey, USA. Hsu, C.H.C. and Kang, S.K. (2003) ‘Profiling Asian and western family independent travelers (FITs): an exploratory study’, Asia Pacific Journal of Tourism Research, V ol. 8, No. 1, pp.58–71.Kandampully, J. and Hu, H.H. (2007) ‘Do hoteliers need to manage image to retain loyal customers?’, International Journal of Contemporary Hospitality Management, V ol. 19, No. 6, pp.435–443.Kandampully, J. and Suhartanto, D. (2000) ‘Customer loyalty in the hotel industry: the role of customer satisfaction and image’, International Journal of Contemporary Hospitality, V ol. 12, No. 6, pp.346–351.Kinnear, P.R. and Gray, C. (2011) IBM SPSS Statistics18 Made Simple, Psychology。

外文文献翻译原文及译文标题：酒店收益管理中动态客房分配的解决方法中英文2019文献出处：N. Aydin, S. I. Birbil[J]European Journal of Operational Research, Volume 271, Issue 116 , November 2018, Pages 179-192译文字数：4700 多字原文Decomposition methods for dynamic room allocation in hotel revenue managementN.Aydin，S.I.BirbilAbstractLong-term stays are quite common in the hotel business. Consequently, it is crucial for the hotel managements to consider the allocation of available rooms to a stream of customers requesting to stay multiple days. This requirement leads to the solving of dynamic network revenue management problems that are computationally challenging. A remedy is to apply decomposition approaches so that an approximate solution can be obtained by solving many simpler problems. In this study, we investigate several room allocation policies in hotel revenue management. We work on various decomposition methods to find reservation policies for advance bookings and stay-over customers. We also devise solution algorithms to solve the resulting problems efficiently.Keywords：Revenue management，Hotel，Capacity control，Decomposition methodsIntroductionHistorically, the airline industry played the steering role in revenue management (RM). Today, however, there is a wide range of applications in different industries with volatile demand, requesting fixed and perishable capacity (Kimes, 1989). Although the hotel industry is one of the typical application areas of revenue management, the research in this particular area lags behind the work produced for other service industries. In their recent work, Ivanov and Zhechev (2012) and Ivanov (2014) present a review of the methods proposed in the hotel RM literature and point out the gaps.In general, well-known airline RM techniques, such as booking control and pricing, can be applied to hotel RM problems. However, it is important to consider several constraints that are unique to hotel reservation systems. First, multi-day stays in hotels are quite common. While a flight itinerary includes, on average fewer than three legs, the number of nights a typical customer spends in a hotel can be a week oreven more (Zhang & Weatherford, 2017). Second, the demand process is different. Hotel customers may decide to stay longer and extend their reservation while they are staying in the hotel (Kimes, 1989). Third, airline customers generally make advance bookings but a number of hotel customers consist of walk-ins. Moreover, the early reservations in the booking interval are even allowed to cancel their bookings at no extra cost.In this paper, we focus on the room allocation decisions for a hotel. The optimal policy to accept or reject an arriving customer can be obtained by analyzing the stochastic nature of the customer arrival process. In hotel reservation systems, the customers are classified as the advance bookings, the stay-overs and the walk-ins. While the advance bookings make room reservations before they arrive at the hotel, the walk-ins show up without any reservation. The stay-overs are the customers who ask for an extension for their reservations during their stay in the hotel. Recently, hotel reservation systems have started offering extended stay as an option due to high customer demand (Tepper, 2015). For instance, Priceline (2017) and Hotwire (2017)present “add-a-night” and “add to your stay” options to their existing customers. The arrival process of the advance bookings and walk-ins are similar. The only difference is that the walk-in customers arrive after the reservation period ends. However, the stay-over requests depend on the accepted advance bookings. To simplify our notation, we ignore the walk-in customers and formulate our problem by considering the advance bookings and the stay-overs. Then, we explain how one can easily incorporate the walk-in customers to our proposed models. To the best of our knowledge, the dynamic model of stay-over customers in a network setting has not been previously studied in the literature.The research contributions in this paper come from the application and the analysis of two decomposition approaches. These are the day-based and the period- based decompositions. Our day-based decomposition is similar to the one proposed by Kunnumkal and Topaloglu (2010). We simplify their decomposition method and show that our proposed model provides a lower bound to their model. We set forth a dynamic model for the advance bookings and formulate a linear program for theproblem. The resulting model is then solved with the constraint generation method. We also propose alternate approximate models, which provide upper and lower bounds on the optimal expected revenue of the original model. To manage the stay- over requests, one needs to keep track of the number of reservations in each booking type. A day-based method, however, decomposes the network problem into independent days, and this decomposition approach causes loss of information on the number of customers in each booking type. Our solution to this hindrance is a period- based decomposition method, which is an extension of another approach recently proposed by Birbil, Frenk, Gromicho, and Zhang (2014). First, we focus on the single-day stay-over problem, as the request for an additional night is the most frequently realized stay-over case in real-life (Talya, 2016). Though our model is different than the one set forth by Birbil et al. (2014), we successfully build on their decomposition idea. Second, we consider the multi-day stay-over problem and present a two-period approximation, which combines the pair-based decomposition with the deterministic linear programming approach. In period one, we observe the reservation activity of the advance booking customers. In period two, we take into account the stay-over requests of the customers whose bookings have been accepted. To test the performances of the proposed decomposition approaches, we conduct simulation experiments and compare our results with those obtained by several well-known models from the literature. Our computational study indicates that the proposed decomposition approaches are apt to effective room allocation in hotel RM.Review of related literatureWe begin by reviewing the related work on hotel RM. Then, we summarize the decomposition approaches frequently applied to the network RM problems.Ladany (1976) works on a single-day stay model for a hotel with two types of resources. The aim of the model is to find an allocation policy to maximize the daily expected revenue. He develops a dynamic programming formulation and obtains the decision policy for each resource. Williams (1977) works on the single-day stay model during the peak demand period. In this model, he assumes that demand arrives from three different sources: the stay-overs, the reservations and the walk-ins. Hecomputes the reservation policy for each customer type by comparing the costs of underbooking and overbooking. Bitran and Leong (1989) focus on the multi-day problem by considering the walk-in and stay-over requests. They model the multi-day reservations as a series of independent, single-day reservations. Bitran and Mondschein (1995) develop a dynamic programming model for a single-day stay problem with multiple products. Since the resulting model is computationally intractable for the real size problems, they utilize several heuristics when searching for the optimal allocation policy. Weatherford (1995) focuses on the effect of the length of stay. He proposes a heuristic method based on a static model and compares this method with the other booking policies developed for the single-day stay problems. Bitran and Gilbert (1996) work on a single-day stay and single-room problem. They assume that during the service day, three types of customers show-up: the customers with guaranteed reservations, the customers with reservations and the walk-ins. They develop a dynamic model and propose a heuristic method to obtain the room allocation policy. Baker and Collier (1999) extend the study of Weatherford (1995) as well as the work of Bitran and Mondschein (1995) by allowing cancellations, overbooking and stay-overs. They develop two heuristics that integrate overbooking with the capacity allocation decisions. They compare the performances of these heuristics against the other booking control policies in the literature. Through this comparison, Baker and Collier (1999) discuss the advantages of each policy under different operating environments.Later studies focus on multi-product and multi-day stay problems. Chen (1998)presents a general formulation for a deterministic problem and discusses that it can be transferred to a network flow problem. Moreover, he shows that the optimal solution of the linear program is always integral. Goldman, Freling, Pak, and Piersma (2002) propose deterministic and stochastic linear programming models to find the nested booking limits and the bid prices for the multi-day stay problem. They follow the work of Weatherford (1995) to develop the deterministic model. For the stochastic model, they extend the work of De Boer, Freling, and Piersma (2002)on the airline revenue management problem. However, unlike the models proposed by Weatherford(1995) and De Boer et al. (2002), they use the booking control policies over a rolling horizon of decision periods. Lai and Ng (2005) work on a stochastic programming formulation for a multi-day stay problem. They apply robust optimization techniques to solve the problem on a scenario basis. They also consider the risk aversion of the decision maker and use the mean absolute value to measure the revenue deviation risk. Koide and Ishii (2005) work on the optimal room allocation policies for a single- day stay by considering the early discounts, the cancellations and the overbookings. They examine the properties of the expected revenue function and show that it is unimodal on the number of allocated rooms for early discount and overbooking. As with Lai and Ng (2005), Liu, Lai, and Wang (2008) present revenue optimization models for a multi-day stay problem by considering the revenue risk. They propose a stochastic programming model with semi-absolute deviations to measure the risk. Guadix, Cortes, Onieva, and Munuzuri (2010) present a decision support system for forecasting and room allocation decisions. They work on the deterministic and stochastic programming models by considering group arrivals. The proposed decision support system integrates these models for room allocation and pricing decisions. Nadarajah, Lim, and Ding (2015) study dynamic pricing policy for a single type of room by considering the multiple day stays. Since the resulting model is computationally intractable, they propose pricing heuristics based on fluid approximation and approximate linear programming. They analyze the properties of the pricing policy under the peak demand.The solution approaches considered in this study build on the literature on decomposition methods in network revenue management. The output of a decomposition method is used to construct various capacity controls, such as bid- prices and nested booking limits. Adelman (2007) develops an approximation method to compute the dynamic bid prices. He first formulates the network problem as a dynamic model, which suffers from the curse of dimensionality. Thus, he derives a standard linear program by approximating the dynamic programming value functions. This approach provides an upper bound on the optimal expected revenue. Zhang (2011) proposes a nonlinear, non-separable approximation to the dynamicprogramming model that leads to a tighter upper bound. Topaloglu (2009)focuses on a Lagrangian relaxation method to decompose the network problem into many single capacity problems. Erdelyi and Topaloglu (2009) work on the overbooking problem in an airline network and develop separable approximations to decompose the problem by individual flights (legs). This approach constructs capacity dependent bid prices. However, it becomes quite difficult to compute the value functions for each leg as the size of the problem increases. To reduce the computational burden, Kunnumkal and Topaloglu (2011) develop a stochastic approximation algorithm that provides a set of capacity independent bid prices. In this approach, they formulate the total expected profit as a function of the bid prices and use stochastic gradients to obtain a good bid price policy. Recently, Kunnumkal and Topaloglu (2010) propose a new leg- based decomposition method for the airline revenue management problems that involve the customer choices. In this method, they first allocate the revenue of each itinerary among the legs covered by the itinerary. Then, they define a penalty term to incorporate the network effect. They view the revenue allocations and the penalty terms as decision variables, and use subgradient search to find the optimal solution. Although this solution approach is manageable in small size networks, it can be impractical for the problems of substantial size networks. Hotel network revenue management problems are also tackled with the decomposition methods. Zhang and Weatherford (2017) work on a dynamic pricing problem. They generalize the approximation method of Zhang (2011) and decompose the problem into independent single-day problems by approximating the value functions with nonlinear non- separable functions. They test the proposed approach by using the data from a hotel. Aslani et al. (2013) also propose a decomposition method for a pricing problem in hotel revenue management. They develop an approach to estimate the effective arrival rate for each day by considering the stock-outs and the customer losses due to high price levels. They decompose the network problem into single- day subproblems by using these daily arrival rates. Our study has several distinguishing features compared with the earlier work. To begin with, we focus on the multiple day problem and propose several decomposition methods to attack theproblem. In particular, our aim is to find a dynamic capacity allocation policy that takes into account the advance bookings and the stay-over customers. We first study advance bookings and propose day-based decomposition methods. We work on a fare-allocation strategy where the reservation fares are allocated on day basis depending on the time of the booking. Our method is based on dynamic programming formulations for the single-day revenue management problems, hence it can capture the temporal dynamics of the reservation requests more accurately compared with the static models. We also present alternate solution methods to improve the computational time for the large-scale problems. Later, we study stay-over requests in hotel RM and propose a pair-based dynamic programming method. To the best of our knowledge, the dynamic model of stay-over customers in a network setting has not previously been studied in the literature. We also discuss the applicability of the proposed models to several cases, such as late checkout and overbooking. Finally, our computational experiments demonstrate that the proposed methods can generate significantly higher profits than the well-known benchmarks in the literature. The performance gaps are especially significant when the daily hotel capacity is tight and the stay-over probability is high. In addition, day-based decomposition methods perform significantly better when the hotel controls the fares on a per-day basis and does not offer discount for long-term stays.ConclusionIn this study, we work on the dynamic room allocation problem in hotel revenue management. Due to the complexity of this problem, we concentrate on several approximation methods. We analyze the structural properties of the problem and present day- and pair-based decomposition approaches that can handle the walk-in and the stay-over customers. First, we work on the day-based decomposition methods. Day-based decomposition generates independent subproblems for each day and, hence, it cannot store the number of reserved rooms for each product. Therefore, incorporating the stay-over customers becomes a challenge. In the second part, we work on the stay-over extension. To the best of our knowledge, the dynamic programming model that includes the stay-over customers has not been proposed inthe literature before. We first focus on the single-day stay-over problem. By extending the work of Birbil et al. (2014), we propose a solution method. Second, we consider the multi-day stay-over problem and present a two-period approximation, which combines the pair-based decomposition with the deterministic linear programming. We conduct a thorough computational study and investigate the performances of our proposed models along with some well-known approaches used in the literature. Our computational experiments indicate that the proposed policies perform well. The performance gaps are especially significant when the hotel’s daily capacity is tight and the stay-over probability is high.As we mentioned in Section 5.2, our stay-over models can be extended to several other applications in hotel RM. Recently, hotel reservation systems have started to offer late checkout option to their customers. Late checkout requests can be considered as a special case of stay-over problem where the customers can extend their stay until the allowed time specified by the hotel. Following the same construction as for the stay-over model, we can obtain the reservation policies for late checkouts. Another important issue in hotel revenue management is overbooking. Similarly, the overbooking option can be incorporated in the multi-day stay-over model and it can also be solved in two stages. However, it is important to note that preallocating the hotel capacity to even more pairs and determining the individual overbooking limit for each pair may poorly affect the control of hotel capacity network-wide. Incorporation of the overbooking option is a potential topic for future research.译文酒店收益管理中动态客房分配的解决方法摘要长期住宿在酒店行业中很常见。