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Achieving Success

through Innovation

Achieving Success
through Innovation
Cases and Insights from the
Hospitality, Travel, and Tourism
Industry
Cathy A. Enz, Sheryl E. Kimes, Judy A. Siguaw,
Rohit Verma, and Kate Walsh
Edited by
Glenn Withiam

Achieving Success through Innovation: Cases and Insights from the Hospitality,
Travel, and Tourism Industry
Copyright Business Expert Press, LLC, 2016.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted in any form or by any
meanselectronic, mechanical, photocopy, recording, or any other
except for brief quotations, not to exceed 400 words, without the prior
permission of the publisher.
First published in 2016 by
Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com
ISBN-13: 978-1-63157-043-8 (paperback)
ISBN-13: 978-1-63157-044-5 (e-book)
Business Expert Press Service Systems and Innovations in Business and
Society Collection
Collection ISSN: 2326-2664 (print)
Collection ISSN: 2326-2699 (electronic)
Cover and interior design by Exeter Premedia Services Private Ltd.,
Chennai, India
First edition: 2016
10 9 8 7 6 5 4 3 2 1
Printed in the United States of America.

Abstract
This book investigates the genesis and success of innovation in the hospitality industry as detailed in over four dozen case studies. In many of the
cases, the innovators themselves provide the insights into their innovative inspiration and the lessons learned from the way they brought their
ideas to life. The cases include innovations for improved customer service,
stronger human resources, and new food service and lodging c oncepts.
While updated technology forms the basis for many of the innovations,
some of the cases focus specifically on technology improvements, with
a particular focus on the use of technology as a mediator in the service
value chain.
With the passage of several years, the book shares the outcome of
the innovative conceptsmost of which continue to operate. The lessons presented will provide you a valuable perspective on success through
innovation, whether you are operating in the hospitality industry or
another business.

Keywords
customer service, food-service concepts, hospitality innovation, human
resources, innovation, innovation strategy, international hotel operation,
lodging concepts, technology innovation

Contents
Forewordix
Acknowledgmentsxi
Chapter 1 The Nature of Innovation..................................................1
Chapter 2 Improving the Customer Experience..................................7
Chapter 3 Better Human Resources for Improved Operations..........31
Chapter 4 Sustainability Innovation.................................................45
Chapter 5 Applying Technology for Corporate Success.....................73
Chapter 6 Innovative Restaurant Concepts.......................................93
Chapter 7 Lodging Concept Innovation.........................................123
Chapter 8 Strategic Intermediation................................................145
Chapter 9 Achieving Success through Innovation...........................171
About the Authors193
Index197

Foreword
In 1998, a team of researchers largely based at Cornell Universitys School
of Hotel Administration investigated the best practices in the U.S. hotel
industry. The team examined 3,528 nominations for best practices and
selected 115 best-practice champions in eight functional areas, together
with 29 overall champions. These best practices were presented in a series
of articles published in the Cornell Hotel and Restaurant Administration
Quarterly (now known as the Cornell Hospitality Quarterly). The study
included an evaluation of customers assessment of the value created by
these best practices.1
Ten years later, two of the authors of that study joined the other
three authors of this book in developing an update that went beyond
best practices. This time, the researchers sought to present the hospitality
industrys most innovative ideas. Although best practices are valuable, our
contention was (and is) that in a competitive industry such as the hotel
and restaurant business, it is innovative ideas that truly create competitive
advantage. Best practices can be emulated, while innovations can be more
difficult to replicate (at least in the short term). Nearly a decade later,
we now have an even greater perspective on these innovations. All were
novel, to be sure, and many are going strong today. But some did not take
hold and others were swept away by economic or societal trends or by
internal issues that were not initially apparent.
In this book, we present the original case studies as they stood at
the time of publication by the Cornell Center for Hospitality Research,
between 2008 and 2010. This means that certain details are now out of
date, and some of the innovations no longer exist. As a consequence, we
provide an update at the end of this book. At the time, we presented some
cases in considerable detail, while providing brief summaries of other
innovations. We offered implications and lessons from the longer case
studies, and those implications remain with the cases. However, in the
See: Dub et al. (1999), 1427.

x Foreword

final chapter of this book, we summarize some of the key implications,


and we also relate the fate of most of these innovative concepts. From this
exercise, we believe that you will gain even more valuable perspectives on
success through innovation, whether you are operating in the hospitality
industry or another business.
This study would not have been possible without the support of our
innovators, especially those who graciously agreed to be interviewed and
share details of their concepts. We are indebted to them, and we again
thank them for their generosity. We also appreciate the suggestions and
helpful feedback from our academic colleagues around the globe. S haring
new concepts is like agreeing to give away a secret recipe, and we know
these innovators have done so with the knowledge that their ideas could
potentially be imitated or refined by new market entrants or current
competitors.

Reference
Dub, L., C.A. Enz, L.M. Renaghan, and J. Siguaw. 1999. Best Practices in the
U.S. Lodging Industry: Overview, Methods, and Champions. Cornell Hotel
and Restaurant Administration Quarterly 40, no. 4, pp. 1427.

Acknowledgments
We acknowledge the writers who assisted us in preparing the original
cases: Bill Daviau, Nigel Goodwin, and Justin Sun, and we appreciate the
editing work of Glenn Withiam, who reorganized the cases for this book
and was the original series editor for the reports published in the Cornell
Center for Hospitality Researchs CHR Reports series.1
It is in the spirit of advancing the knowledge of hospitality that these
innovators shared their ideas. In learning about innovative products and
concepts that are sources of success, we as researchers are provided opportunities to develop an in-depth examination of the issues surrounding
innovation and pass on great ideas. By studying both practice and t heory,
we develop new knowledge that benefits all of us. In total, the 55 case
studies that we presented were prepared in the hope that hospitality
managers and students would learn from and be inspired by the innovations of others. We thank those who have shared their ideas and helped to
make this goal a reality.

References
Enz, C.A., R. Verma, K. Walsh, S.E. Kimes, and J. Siguaw. June 2010a. Cases in
Innovative Practices in Hospitality and Related Services: Set 3. CHR Report
10, no. 10, pp. 626.
Enz, C.A., R. Verma, K. Walsh, S.E. Kimes, and J. Siguaw. August 2010b. Cases
in Innovative Practices in Hospitality and Related Services: Set 4. CHR
Report 10, no. 12.
Kimes, S.H., C.A. Enz, J. Siguaw, R. Verma, and K. Walsh. 2010. Cases in
Innovative Practices in Hospitality and Related Services: Set 2. CHR Report
10, no. 3.
Siguaw, J.A., C.A. Enz, S.E. Kimes, R. Verma, and K. Walsh. November 2009.
Cases in Innovative Practices in Hospitality and Related Services: Cornell
Center for Hospitality Research Set 1. CHR Report 9, no. 17, pp. 631.
See: Siguaw et al. (2009); Kimes et al. (2010); Enz et al. (2010a); Enz et al.
(2010b).
1

CHAPTER 1

The Nature of Innovation


This book highlights 55 innovative ideas that have been implemented in
the hospitality industry and its related businesses. For our purposes, an
innovation can be defined as a new service, product, process, or idea. As
distinct from invention, innovation may mean reapplying or adapting
existing ideas in a novel way, but it also may involve coming up with
a totally new concept. The early development of innovation theory by
Joseph Schumpeter conceived of innovation as a source of value creation
in which novel combinations of resources produced new products, production methods, markets, or supply sources.1 In this study, we relied on
the following definition: An innovator is a person or organization that has
developed a new or distinctive practice or has devised a novel application
of an existing practice, such that it has proven to be highly effective and
profitable. Thus, the firms we profile are not necessarily the only example
of a particular innovation, but we believe that they used the innovation in
a most effective manner, and we see them as creating value, as Schumpeter
suggested.
Innovation studies are one part of the vast body of research that has
studied creativity as a source of innovation and focused on entrepreneurship as a downstream application of innovation. A substantial number of
the innovation cases we present here do involve entrepreneurs, but many
others could just as easily be described as intrapreneurs, where changes
are being made in an existing organization. In the context of our case
presentations, we address the issue of how innovation works and, more to
the point, how to encourage innovation.
Our cases should put to rest the myth that organizations kill innovation. Instead, these cases demonstrate that some form of organizational
team is needed in most cases to support the transition from creative idea
1

Schumpeter (1942).

ACHIEVING SUCCESS THROUGH INNOVATION

to innovation. Innovation researcher Yoram Solomon expressly outlines a


framework for innovation that begins with the creative idea, and that part
of the process does depend on an individuals cognitive ability and knowledge. The idea is followed by implementation, which is the application of
resources to turn that idea into some type of output. This output, then, is
the new and useful product or service. In this framework, Solomon sees
three levels of innovation: the organizational climate, the team dynamics,
and individual efforts.2
Anecdotally, of course, we can cite organizational policies that once
were innovative but eventually proved fatal. For instance, the Howard
Johnson restaurant chain famously kept a tight rein on menus and costs.
This was a great innovation at a time when travelers sought consistent
meals on the road, but such was not the case as time went by and the
industry evolved to include many consistent restaurant chains that also
changed with the times. In contrast, Carrolls Corporation has done well
for the past 50 years as one of the largest Burger King franchisees. This
represents the outcome of a long-ago innovative strategic decision. In the
1960s, Carrolls ran its own restaurants, and older residents of upstate
New York will remember Carrolls as the Home of the Club Burger.
Doing business through the Burger King franchise gave Carrolls greater
brand scope and market clout, even though the club burger had been a
successful and tasty item.
Intimate knowledge of a particular business (or practice) is a key
element of innovation, since its difficult to apply realistic creative ideas
purely on speculation.3 In this context, Heather Snyder refers to a fairly
long-standing definition of creativity: the interaction among aptitude,
process, and environment by which an individual or group produces
a perceptible product that is both novel and useful as defined within a
social context.4 For many years, researchers have focused on one or more
of four Ps in conjunction with creativity and innovation: namely, person, process, press, and product.5 Snyder adds that each of these four areas
Solomon (2016).
Baer (2016).
4
Plucker, Beghetto, and Gayle (2004, 90).
5
Rhodes (1961); Sawyer (2012).
2
3

The Nature of Innovation 3

has an entire research thread of its own. The study of the creative person
includes personality traits, development, motivation, neuroscience, and
biology; the study of the creative process includes the steps creators follow
in their work; the study of the creative press includes the home, school,
and work environments; and the study of the creative product includes
determining whether and how a product is creative.6
In the cases presented in this book, we demonstrate how creativity
becomes innovation. These cases demonstrate both types of innovation
highlighted by Lucy Gilson and Nora Madjar.7 Some cases involve radical
creativity, which is associated with intrinsic motivation, is problem driven,
and comprises abstract theory-related creative ideas; others demonstrate
incremental creativity, which involves extrinsic motivation and ideas that
are solution driven and developed on the basis of concrete practices.
It is important to realize that innovation is integral to hospitality
firms strategy and their approach to the competitive environment. Thus,
one consideration for determining what is innovative relates to the strategic choices a firm makes and the setting in which the firm operates.
One could argue that innovation is an essential component of a firms
strategy because it provides direction for the firms evolution. That was
true at the time of our study and remains true today. Moreover, this view
is supported by a variety of studies that have found innovative firms to be
higher performers.
Other researchers have found that those firms that are first to introduce new goods or services (first movers) are able to gain benefits until
competitors imitate an invention. However, second movers (the nominal imitators) can also be considered innovative within their competitive
environment, because they are adapting an invention in a novel manner. Hence, a key component of this study is the exploration of how an
innovative idea, service, or practice has contributed over time to a firms
profitability and operating success.
Although the creative step of developing a new product or process
is essential, that inspiration is not sufficient to be considered innovative
in and of itself. Innovation requires converting an idea into a service or
Snyder (2016).
Gilson and Madjar (2011).

6
7

ACHIEVING SUCCESS THROUGH INNOVATION

product that will improve operations or meet new or existing customer


needs, often through the application of a new business model. At minimum, innovation requires behavioral change, and so our case descriptions
frequently outline the process of change and the techniques for putting
ideas into action. Those processes and techniques demonstrate the institutional support that Yoram Solomon sees as essential to innovation.
The innovations we profile include business models, products, services, processes, and marketing channels. While we chronicle a diverse
array of innovations, the focus of our featured cases is practices that have
resulted in strong improvements in profitability or, for those innovative
ideas in early stages, those that have the potential for yielding superior
performance for the firm. Most important, in many cases, we are able to
assess the implications of the innovative practice.
With this volume, we now have the advantage of time to assess the
staying power of the innovations. At the time of our study, the world
economy was still reeling from the financial crisis of 20082009. As we
explain in this book, even truly innovative concepts struggled to survive
the Great Recessionand some succumbed to economic weakness, as we
outline in the final chapter. Moreover, the structural economic changes
that have occurred since we conducted this study have deeply affected
some of the innovations that seemed at the time to have a bright future.
That said, a wide variety of the innovations chronicled in this book have
taken root. In some cases, the innovation itself is the source of a concepts longevity. Thus, survival may have been a function of whether the
business plan built on the innovation essentially relied on the bubbling
economy that preceded the recession or whether that plan could either
weather economic challenges or provide a service that was at least somewhat insulated from economic turbulence.
We have generally divided these cases into seven categories, even
though we recognize that no innovation exists in isolation. Our categories are customer service innovation, human resources innovation, technical innovation, sustainability innovation, food-service concepts, lodging
concepts, and strategic intermediary innovations. In reality, many of our
cases straddle more than one of these categories, and we have made every
effort to characterize the cases major area of interest.

The Nature of Innovation 5

In particular, although we have created a separate chapter on technology, its impossible to ignore the way that technology is transforming
the world of hospitality across all categoriesboth in terms of the way
in which hospitality firms do business and, more critically, in changing
guests expectations for how hospitality firms should be doing business.
Thus, innovations in all chapters rely on technology. In that regard, technology, when used appropriately, can provide customers with increased
convenience and control, while it also can allow hospitality companies to
increase their speed of service, reduce their processing costs, increase their
volume and revenue, and improve service and product quality. We discuss
these ideas further in our chapter on technology.
All the hospitality trendsetters highlighted in the cases we present
here recognized the importance of developing an innovation that clearly
offered improved customer value. Placing customer needs at the forefront of product or service development and implementation has allowed
many of these firms to prosper. A few of these case studies are aimed
only at internal operations, while the vast majority stated or implied that
the customer experience, as delivered by the concept and the employee
service, is what drove initial consumer visits and what will determine any
repeat visits.
Our cases appear in two different formats. In one format, we simply
summarize the innovation, and in the other format, we go into considerable depth, explaining the development, execution, and implications of
the case. At the end of this book, we present a brief summary of some of
the overall implications that have been presented. We also take advantage
of the intervening time to report on the fate of the innovation and the
firm that developed it.
Some of the detailed case write-ups demonstrate the significance
of having the right people on the internal team and the right external
partners. Appropriately matched associates are those who share the same
enthusiasm, motivation, and zeal to work rapidly and in synchronization. Such cohorts facilitate critical internal and external communication
and strongly improve the chances that the innovation will succeed. Other
cases show the importance of trusting instincts and remaining flexible.
In that regard, several ideas grew or were transformed as the innovation
took hold. Another theme that emerges from the cases is the importance

ACHIEVING SUCCESS THROUGH INNOVATION

of good service design. A number of operators used lean production techniques to streamline their service delivery system and enhance the customer experience, while others carefully studied the customer experience
to design their service.
Finally, although measurement was directly mentioned by just a few
innovators (and measurements were premature in many situations), it is
clear that empirical measures would be valuable so that innovations can
be rigorously assessed. Dub et al. encouraged the development of metrics that link a best practice to the subjective experience of the customer.8
Similar metrics must be forged for innovations. Objective measures of
the results produced by innovations allow the organization to be more
effective in directing its limited resources.

References
Dub, L., C.A. Enz, L.M. Renaghan, and J. Siguaw. 1999. Best Practices in the
U.S. Lodging Industry: Overview, Methods, and Champions. Cornell Hotel
and Restaurant Administration Quarterly 40, no. 4, pp. 1427.
Gilson, L.L., and N. Madjar. 2011. Radical and Incremental Creativity:
Antecedents and Processes. Psychology of Aesthetics, Creativity, and the Arts
5, no. 1, pp. 2128.
Plucker, J.A., R.A. Beghetto, and T. Gayle. 2004. Dow, Why Isnt Creativity
More Important to Educational Psychologists? Potentials, Pitfalls, and Future
Directions in Creativity Research. Educational Psychologist 39, no. 2, p. 90.
Rhodes, M. 1961. An Analysis of Creativity. In Phi Delta Kappan 42, no. 7,
pp. 3067.
Sawyer, R.K. 2012. Explaining Creativity: The Science of Human Innovation.
2nd ed. New York: Oxford University Press.
Schumpeter, J.A. 1942. Capitalism, Socialism and Democracy. New York: Harper.
Snyder, H. 2016. Psychology of Creativity. www.div10.org/creativity#sthash.
a2p0eWdp.dpuf, as viewed August 2016.
Solomon, Y. 2016. Innovation Needs All 3 Levels of Support, so What Happens
if You Miss One? www.innovationexcellence.com/blog/2016/04/06/
innovation-needs-all-3-levels-of-support-so-what-happens-if-you-missone/#sthash.DE00sy05.dpuf; and www.innovationexcellence.com/blog/
author/ysolomon/

Dub et al. (1999).

Index
Applicant tracking systems (ATSs),
3435
Aqua by Grandstand, 172
execution, 4951
insights, 5152
outcomes, 51
structure, 4849
Brand Karma technology
development costs, 12
hoteliers and hospitality, 1112
insights, 1314
Microsoft project, 11
pricing structure, 12
search algorithms, 10
semantic differences, 10
service levels, 1011
Brewerkz, 172173
execution, 9799
flagship location, 96
Indoor Stadium, 9697
insights, 99100
outcomes, 99
Capellas 24-hour check-in and
checkout policy
brand service standards, 15
execution, 15
insights, 1617
outcomes, 1516
written service standards, 14
Cayuga sustainable hospitality, 172
community development, 53
global community, 54
hotel associates and guests, 5354
insights, 57
Lapa Rios Ecolodge, 5456
on-site sustainability and
management, 52
outcomes, 5657
Cheesecake factory, 3335, 173

chic&basic hostels, 173174


execution, 126127
guest satisfaction surveys, 127128
insights, 128129
practical amenities, 125
staying rates, 125
Chick-fil-A, 9, 17, 174
citizenM hotel, 129, 174
ComfortDelGro, 174175
Dial-A-Cab hotline, 76
execution, 78
insights, 7980
ITMS, 76
outcomes, 79
state-of-the-art touch screen data
system, 76
Customer service innovation
Brand Karma technology, 8, 1014,
172
Capellas 24-hour check-in and
checkout policy, 9, 1517, 173
Chick-fil-A, 9, 17, 174
Hotels.coms Visualiser, 9, 1921,
177
re:vive, 9, 2122, 181182
Ritz-Carlton, 9, 2225, 182
Runtriz, 9, 2529, 182
Wyndham Hotels and Resorts, 9,
2930, 186
Customized Virtual Reservations
(CoVeR), 148
Dans le Noir?, 95, 101
Demand-shifting programs, 146, 147,
151, 155
Destination marketing organization
(DMO), 146
Destination marketing website.
SeeVisitBritain.com
DinnerBroker.com, 175
execution, 148150

198 Index

insights, 151
outcomes, 151
promoting off-peak demand,
147148
Electronic Reservation Book (ERB),
152
EnTrip, 75, 8184
execution, 8182
insights, 8384
outcomes, 8283
Food-service concepts
Brewerkz, 95100, 172173
Dans le Noir?, 95, 101
Heart Attack Grill, 95, 102, 176
Hotel Restaurant Abrona, 95,
100101
Iggys restaurant, 95, 103106, 177
LOuest Express, 95, 107, 179
POSH, 96, 111112
Praq, 96, 112, 181
Restaurant Freud, 101
Sakae Sushi and Apex-Pal,
113118, 183
Shangri-La Hotel, Singapore, 95,
107111, 183
Tastings, 118121, 184
Ubuntu, 96, 121, 185
Founding Farmers, 5758, 175
Global Positioning System (GPS)
tracking, 78
Harrahs, 33, 35, 176
Heart Attack Grill, 95, 102, 176
Hilton Garden Inn, 36, 176177
Hilton Hotels, 33, 35
Hotel Restaurant Abrona, 95,
100101
Hotels.coms Visualiser, 9, 177
consumer concerns, 19
easy-to-use slider bar, 19
execution, 20
insights, 21
outcomes, 2021
share feature, 19
surprise me function, 19

traveler profile creation, 18


Human resources innovation
Cheesecake factory, 3335, 173
Harrahs, 33, 35, 176
Hilton Garden Inn, 36, 176177
Hilton Hotels, 33, 35
InterContinental Hotels, 3637
JetBlue Airways, 3334, 3740,
178
Marriott International, 34, 40, 179
McDonalds, 34, 35, 180
Shangri-La University, 34, 4041,
179
Southwest Airlines, 34, 4142, 183
Wendys Virtual University, 34, 42
W Hotels, 34, 4243, 185186
Iggys restaurant, 95, 177
execution, 103105
insights, 106
outcomes, 105106
prix fixe menu, 103
Innovation
behavioral change, 4
creativity, 23
definition, 1
hospitality firms strategy, 3
intrapreneurs, 1
organizational policies, 2
structural economic changes, 4
Innovative lodging
chic&basic hostels, 125129,
173174
citizenM hotel, 129, 174
Jumeirah Essex house, 129132,
178179
Qbic hotels, 132, 181
Royal Plaza on Scotts, 132137,
182
Tune hotels, 138142, 185
Innovator, 1
InterContinental Hotels, 3637
JetBlue Airways, 3334, 178
employee satisfaction, 37
implementation, 38
insights, 3940
outcomes, 3839

Index 199

Jumbo Seafood Restaurants, 8486,


113116, 178
Chinese seafood restaurants, 8485
execution, 85
indoor and alfresco dining, 84
insights, 86
location, 84
outcomes, 8586
table management, 85
Jumeirah Essex house, 178179
Artist in Residence program,
129130
execution, 130131
insights, 131132
outcomes, 131
LOuest Express, 95, 107, 179
Luggage Club, 146, 179
door-to-door baggage delivery, 160
execution, 160161
insights, 162
outcomes, 161162
Lunch by the Minute, 107
Marriott International, 34, 40, 179
McDonalds, 34, 35, 180
MiWorld, 8687, 180
Mobile Data Terminal (MDT), 76
One-stop shop. See VisitBritain.com
OpenTables demand-shifting strategy,
146, 180
customer loyalty program, 153
ERB system, 152
insights, 155
off-peak times, 153
opportunity, 153154
outcomes, 154155
Placement. Offer. Performance, 152
real-time table availability, 153
Pixel Hotel, 5859, 181
Placement. Offer. Performance (POP)
program, 152
Point-of-sale system (POS), 8790
POSH, 96, 111112
Praq, 96, 112, 181

PriceYourMeal.com, 146, 180181


execution, 156158
insights, 158159
online restaurant auctions,
155156
outcomes, 158
Qbic hotels, 132, 181
Radio frequency identification
(RFID) tickets, 8790
Restaurant Freud, 101
re:vive, 9, 2122, 181182
Ritz-Carltons Radar On-Antenna
Up course
execution, 2224
guest experience, 22
insights, 2425
outcomes, 24
Royal Plaza on Scotts
branded customer service
approach, 133136
branding approach, 132133
insights, 137
outcomes, 136137
Runtriz
execution, 27
guest experience, 2527
insights, 29
outcomes, 2829
Sakae Sushi and Apex-Pal
execution, 113116
Foos value-for-money proposition,
117118
iGeneration, 113
outcomes, 116117
product offering, 117
Seaport Hotel
Bio EZ Waste to Water system, 59
electrolyzed water, 60
execution, 6061
Grander Water Technology, 5960
insights, 63
outcomes, 6163
ozone laundry system, 60
pure allergy-friendly rooms, 59

200 Index

S.E.R.V.I.C.E. concept, 134136


Shangri-La Hotel, Singapore
execution, 107110
insights, 111
minute buffet offering, 107
outcomes, 110111
Shangri-La University, 34, 4041, 179
Southwest Airlines, 34, 4142, 183
Stevens Pass Ski Area, POS and RFID
project
execution, 89
implementation, 8889
insights, 90
outcomes, 90
Strategic intermediary innovations
DinnerBroker.com, 146151, 175
Luggage Club, 146, 160162, 179
OpenTables demand-shifting
strategy, 146, 152155, 180
PriceYourMeal.com, 146, 155159,
180181
TripTelevision, 146, 162166,
184
VisitBritain.com, 146, 167169,
185
Sustainability innovation
Aqua by Grandstand, 4851, 172
Cayuga sustainable hospitality,
5257, 172
Founding Farmers, 5758, 175
Pixel Hotel, 5859, 181
Seaport Hotel, 5963, 183
Thayer Lodging, 6466, 184
Xsense Experiential Design
Consulting, 6770, 186
Tastings
bistro-style menu, 118
execution, 119120
insights, 120121
outcomes, 120
self-service concept, 118
Technological innovation, 5
ComfortDelGro, 7680, 174175

EnTrip, 75, 8184


Jumbo Seafood Restaurants, 8486,
178
MiWorld, 8687, 180
Stevens Pass Ski Area, POS and
RFID project, 75, 8890, 184
Thayer Lodging
execution, 6465
insights, 66
outcomes, 6566
TripTelevision
execution, 163164
features, 162163
goal, 162
insights, 165166
outcomes, 164165
Tune hotels
business model, 138
execution, 138140
insights, 142
outcomes, 141142
Ubuntu, 96, 121, 185
VisitBritain.com
execution, 168
online retail shops, 168
outcomes, 168169
travel search and booking
applications, 167
Wendys Virtual University, 34, 42
W Hotels, 34, 4243, 185186
Wyndham Hotels and Resorts, 9,
2930, 186
Xsense Experiential Design
Consulting
cheat sheet, 67
execution, 6768
insights, 70
outcomes, 6870
plantation, 67

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