Vol 11 Issue 2, September 2011 - School of Hotel & Tourism ...

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Vol 11 Issue 2, September 2011 - School of Hotel & Tourism ...

Celebrating Hotel ICON’s soft openingContentsWhere Innovations in HospitalityEnrich World ExperiencesPublisher: Kaye ChonManaging Editor: Pauline NganConsulting Editor: AH EditingDesign: Creative PathPrinter: Impact Printing &Graphics Co. Ltd.Horizons is published by the Schoolof Hotel and Tourism Managementfor friends, alumni, staff andstudents of the School.Contributions from readers arewelcome in the form of articlesand photographs. All contributionsshould be sent to: Editor, Horizons,School of Hotel and TourismManagement, The Hong KongPolytechnic University, HungHom, Kowloon, Hong Kong SAR.The Editor reserves final editingrights on all material submitted forpublication.Telephone: (852) 3400 2634Fax: (852) 2356 1390Email: hmpn@polyu.edu.hkWebsite: www.polyu.edu.hk/htmMessage from Dean of School 2Hotel ICON Update 3Soft opening for one-of-a-kind hotelSamsung Digital Lab for Hospitality Technology 5New facility enhances partnershipUNWTO Ulysses Prize 7Prestigious award goes to SHTM Dean, Professor Kaye ChonChina Hotel Brand Forum 8Focus on innovation at Hotel ICONAPacCHRIE Conference Success 10Students organise and run record-breaking conferenceUnderstanding Reached With Banyan Tree 12Memoranda foreshadow executive education and internship initiativesEquipment Donation to Laos 13School praised for social responsibilityLeading Alumni in a Global Society 14SHTM Alumni Association Honorary Chairman Wallace Li profiledNew Undergraduate Programmes 15Overview of the new four-year offeringsResearch HorizonsHighlights of staff research on developing effective tourism leadership, work-familybalance from the hotel General Manager’s perspective, customer perceptions ofdemand-driven pricing, interpreting the mindsets of multinational hotel investors,the bargaining behavior of tourists and implementing environmental managementsystems in small- and medium sized hotelsMainland China Programmes 18Seminar and Unity Dinner in HangzhouIn Brief 20News on SHTM activities, achievements and staff advancementStudent Activities 23Highlights of experiences overseas and closer to homeSHTM Students’ Association 25ACCESS executive committee inauguratedStudent Achievement Awards Awardees 26Achievers rewarded for academic excellenceMentorship Programme 2011 27Mentors and mentees set goalsAlumni Association 29Leadership renewed and achievements highlightedProfessor for a Day Programme 31Thanks to our professors for a dayUpcoming Events 33School of Hotel and Tourism Management


2Dean’s MessageMessage fromDean of SchoolThe SHTM has come a long way in the last 10 years, from ranking 15th among the world’shospitality and tourism programmes in 2002 to second in 2009, the leading producer ofhospitality and tourism-related scholarship. With the soft opening of Hotel ICON in Aprilthis year, we have firmly marked our place in the global elite of hospitality and tourism institutions,as described in this issue.We also cover the expanded Samsung Digital Lab for Hospitality Technology in our new premises, akey way in which we are staying at the cutting edge of technological innovation. Hotel ICON againfeatures when we turn to the recently held China Hotel Brand Development Forum, with our newteaching and research hotel held up as an exemplar of the sort of innovation under discussion bydelegates.On a personal note, I was humbled to receive the United Nations World Tourism OrganisationUlysses Prize in June. We cover the Prize in this issue because it is an important reminder that thewhole School should always be striving to fulfil its vision of leadership both at home and around theworld.That pursuit of excellence extends to students as well. Earlier in the year a group of conventionand exhibition management students organised and ran the 9 th APacCHRIE Conferenceat Hotel ICON. Their outstanding efforts attracted a record number of delegates, aswe describe in this issue.We also describe our new, more student-centric, four-year bachelor degree programmes,highlight the activities of students and staff alike, and present the results of our latestinvestigations in the Research Horizons section. Even as we reach new heights we neverforget what moved us here in the first place.Professor Kaye ChonDean and Chair ProfessorSchool of Hotel and Tourism ManagementThe Hong Kong Polytechnic UniversityHORIZONS


Hotel ICON Update3Hotel ICONLate April marked the latest phase of the SHTM’sascension to the forefront of global hospitalityand tourism education with the soft opening ofHotel ICON, the School’s groundbreaking teaching andresearch hotel. Wholly owned by PolyU and an extensionof the SHTM, the hotel embodies the university’s credo of‘Where Innovation Meets Application’.Speaking at the cocktail party held to mark the softopening, Chairman of the Hotel ICON board of directors,Mr Victor Lo, commented that “we have very highexpectations of the new development – we want it to takeSHTM to its next level of excellence”. PolyU President,Soft OpeningProfessor Timothy W. Tong, noted that the excitementthe hotel had generated amongst university staff, alumniand students was matched by “endorsements from externalstakeholders, including hotel owners and operators, as wellas community leaders”.The soft opening will take place in stages, with the firstcoming close behind the SHTM’s move into its newpremises. The entire complex now houses the SHTMpremises, university staff quarters, research and resourcecentres, faculty and administrative offices, and HotelICON as an impressive addition to the Tsim Sha Tsui Eastskyline.SHTM Dean and Chair Professor KayeChon strongly believes that the School’s neweducational approach, of which the hotel formsthe core, will offer a balance of practical,conceptual and analytical skills that willbenefit from the integration of culturalelements in services management.From left: Mr Ron Chun, Mr Jung-ho Suh, Mr TaePark, Professor Timothy Tong, PolyU President andProfessor Kaye Chon, Dean and Chair Professor of theSHTMSchool of Hotel and Tourism Management


4Hotel ICON UpdateDean Chon Highlights Unique ApproachAt the cocktail party marking Hotel ICON’s soft opening,Dean Chon highlighted the SHTM’s unique approachto hospitality and tourism education. The following is acondensed version of his speech.Today, we are here to witness a very historicmoment in the development of the SHTM, whichhas grown from its very humble beginnings as asmall diploma-granting programme in 1979 to become one ofthe largest hospitality and tourism schools in Asia and amongstthe top such schools worldwide.SHTM students and faculty membersFrom the practical point of view, the first batch ofstudent interns has begun work in Above & Beyond,Hotel ICON’s Chinese restaurant on the 28th floor,The Market buffet restaurant on the 2nd floor andGreen, the hotel’s spectacular garden-adorned lobbylounge.Meeting with General Manager, Mr Richard Hatter,and his hotel team at a tea reception during May, thestudents were very enthusiastic and looked impeccablyprofessional in their new uniforms. For them, theplacement experience will only be the start of thingsto come.SHTM student interns at Hotel ICONHotel ICON is the world’s first teaching hotel of its kind.Although other universities have teaching hotels, our approachis unique. Hotel ICON is a purpose-built hotel that fullyintegrates teaching, learning and research in a full serviceenvironment. ‘Icon’ is very meaningful here, as the hotel is asignificant symbol for the future of hospitality education, thefuture of our industry and the future of our graduates.I often recite to myself Eleanor Roosevelt’s famous words at theend of WWII: “The future belongs to those who believe in thebeauty of their dreams”. Well, we had a dream. We believed inthe beauty of that dream, and we worked hard to realise it. Wehave come so far.In recent years, I have started using the term ‘Asian Wave’ toillustrate that the 21st century is the century of Asia for thehospitality and tourism industry. It follows the first and secondEuropean and American waves. There are both quantitativeand qualitative reasons to believe this. In 1999, the UNWTOforecast China to become the world’s No. 1 tourism destinationby 2020. The tourism community was a bit sceptical at first,but the prediction now looks set to come true even sooner than2020. As for Hong Kong, we had fewer than 6 million visitorarrivals in 2000, and last year we had more than 36 million!On the qualitative side, a simple look at a list of the world’stop hotels, airlines and airports indicates that a large majorityare in Asia. We believe our School is well positioned to lead thenew paradigm of hospitality and tourism education by takingpart in this new Asian Wave.We want students to use the new teaching and research facilitiesof Hotel ICON as a launch pad for their dreams. Our vision isto see them rise to become leaders of hotels, hospitality businessesand the tourism industry, not only in Hong Kong or mainlandChina, but also in New York, London and beyond.HORIZONS


Samsung Digital Lab for Hospitality Technology5The Samsung Digital Labfor Hospitality Technologyofficially opened by (fromleft): Professor KayeChon, Dean and ChairProfessor of the SHTM;Mr Terence Ronson,Managing Director ofPertlink; Mr Alex Chung,Chief Operating Officerof Samsung ElectronicsHong Kong Co Ltd; andProfessor Timothy Tong,PolyU PresidentSamsung Digital Lab to BoostStudents’ TechnologicalKnow-HowMarch saw the official opening of the expandedSamsung Digital Lab for HospitalityTechnology, as part of the SHTM’s newpremises in Tsim Sha Tsui East. Officiating at the openingceremony on 4 March were Mr Alex Chung, ChiefOperating Officer of Samsung Electronics Hong KongCo Ltd; Professor Timothy W. Tong, PolyU President;Professor Kaye Chon, Dean and Chair Professor of theSHTM; and Mr Terence Ronson, Managing Director ofPertlink, a provider of technology solutions to the hotelindustry.Housing state-of-the-art computing facilities and specialistsoftware for the tourism and hospitality sector, the lab joinsHotel ICON as one of the centrepieces of the SHTM’snew premises. Classes will be held regularly in the Lab, thefacilities of which will also be made available to participantsof the Executive Development Programmes offered by theSchool. The aim is to facilitate both learning and research.Thanking Samsung for thesponsorship that made thiseducation partnership possible,Professor Tong said the Labwould “enable our studentsto keep abreast of the latesttechnology available in theindustry and enhance theircompetitive edge”, as well asprovide “fresh impetus to the SHTM’s ongoing efforts inthe advancement of education development”.The Samsung Digital Lab is home to a wide range ofcomputing and audio-visual equipment, including 6715.6-inch widescreen notebooks, a number of 40-inch fullHD LCD iDTVs, four-in-one colour multi-functionallaser printers, projectors and Blu-ray players. All of theLab’s computers run advanced software that supports theteaching of such subjects as Lodging Management, RevenueManagement, Financial Management, Convention andEvents Management, e-Business, Hospitality TechnologyManagement, and Data Analysis for the Hospitality andTourism Industry.During the opening ceremony,Mr Chung of Samsung saidthat “the hospitality andtourism sector is a major pillarof Hong Kong’s economy”, andhe noted that the SHTM hasbeen “instrumental in nurturingyoung professionals muchsought after by the industry”.In line with the two organisations’ “common vision ofadvancing educational development”, he said Samsungbelieves that the Lab “will bring long-term benefits tostudents by providing them with the opportunity to learnand apply the latest information technology in an industrySchool of Hotel and Tourism Management


6Samsung Digital Lab for Hospitality Technologysetting. We are privileged to be able to inject creativity intohospitality and tourism education”.Such industry support is clearly of vital importance as theSHTM opens this exciting new chapter in its developmentand aims to be a global symbol of excellence.New Facilities Showcased at SHTM OpenHouseCoinciding with the official opening of the expanded Lab,the School held an Open House to introduce the assembledguests to the new SHTM premises. Guests also enjoyed acocktail reception at the School’s training restaurant, Bistro1979.From left: Professor Kaye Chon; Mr Vincent Fung,Assistant Commissioner for Tourism; Mr GaryHarilela, Director of the Harilela Group; ProfessorTimothy Tong; and Dr Ada Lo, SHTM AssistantProfessorGuests exploring the new facilities during the Open House“With Asia emerging as the global centre of excellence inthe hospitality and tourism business, we see the need toadvance both education and research in hotel and tourismmanagement”, Dean Chon remarked during the OpenHouse. “As a purpose-driven school, we are constantlypushing into new areas. We are confident that the SHTM’snew education approach will help to improve hospitalityand tourism education everywhere”.The establishment of the new SHTM premises and HotelICON, which together make an impressive addition to theTsim Sha Tsui East skyline, is part of a unique PolyU projectboth to establish dedicated premises for the School andto cement its world leadership in hospitality and tourismeducation. The ultimate aim is to benefit Hong Kong, thewider region and the world.Dean Chon and his team were proud toshow off the impressive 28-storey complexcomprising three main components: theSHTM home base, the Hotel ICONteaching and research hotel, which hadthe first phase of its soft opening inApril, and the PolyU staff quarters. Inaddition to the Lab and various functionrooms, classrooms, and lectures halls, thecomplex is also home to the Che-wooLui Hotel and Tourism Resource Centre,Bistro 1979, and the Vinoteca Lab,where students will explore the secrets ofviticulture and hold wine tastings.Professor Chon introducing the new facilities to assembled guestsHORIZONS


UNWTO Ulysses Prize7Dean ChonAwarded PrestigiousUlysses PrizeAccolades always befit the leader and the SHTM’sDean and Chair Professor Kaye Chon has receivedmany in an outstanding career. On 2 June hereceived the highest honour of all – the United NationsWorld Tourism Organisation (UNTWO) Ulysses Prize.Presented at the UNWTO Algarve Forum on Tourismand Science in Vilamoura, Portugal, the award is widelyconsidered the ‘Nobel Prize in Tourism’.Dean Chon is the first recipient of the Prize from the entireAsia-Pacific region. As a pioneer of tourism’s move into themainstream of academia he exemplifies the commitment toknowledge creation, dissemination and innovation that theUNWTO seeks to recognise.Typically humble, Dean Chon said that “it is a tremendouscompliment for me to be awarded the Ulysses Prize,” andrelated it to the bigger picture of what he is trying to achieve.“It has given me and my team at the SHTM strong impetusto further develop professional education and research forthe fast-growing hotel and tourism industry in Hong Kong,the region and around the world”.Aside from his outstanding work in leading the SHTM tothe pinnacle of global hospitality and tourism teaching andresearch, Dean Chon has a long track record of developinghospitality education through his foresight and researchcontributions. He is past Chairman of the InternationalSociety of Travel and Tourism Educators and currentlyChairman of the Pacific Asia Travel Association’s Educationand Training Committee.Having risen to the position of Professor at the Universityof Houston in the United States, Dean Chon came toHong Kong and joined the SHTM as Director in 2000,having since overseen the period of most rapid growth inits history. Fundamental to the creation of the School’s newvision for hospitality and tourism education with HotelICON at its centre, Dean Chon is himself a true symbolof excellence.School of Hotel and Tourism Management


China Hotel Brand Development Forum9of innovation and competition to the Group’s new GalaxyHotel and Resort in Macau in a presentation entitled“Eclectic Mix of Oriental and Western Cultures Makes aWorld-class Brand”.Mr Xu Jinzhi, Vice Chairmanof the China Tourist HotelsAssociation, explained the newcriteria for the mainland’s hotelstar rating system, and Ms LilyNg, Executive Vice presidentof Jones Lang LaSalle Hotels,spoke on “Brand Innovationsand the Developing Trends”.Other high-profile participantsMr Xu Jinzhiincluded Mr Paul Foskey,Executive Vice President of Marriott International, andMr Nong Xia, Senior Vice President of Real Estate andDevelopment at Hyatt Hotels, who served as panellistsin an Industry Leaders Roundtable that addressed thetheme “Focusing on the New Competitive Market– Creating a New Vision for 2011 and Beyond”. HongKong Hotels Association Executive Director Mr James Lutook up the role of moderatorin a Roundtable Discussion on“Brand Innovations – IntegratingDifferent Perspectives andDifferent Approaches”.Professor Kaye ChonThe Forum’s final session movedbeyond China to focus on“Asianess in Hotel Leadership”,with panellists addressing howthe new Asian wave of hospitality leaders differ from theirWestern counterparts. A special feature of the sessionwas that the panel were entirely female executives fromHong Kong. They included MsAlison Yau, General Managerof Rhombus Fantasia ChengduHotel, Ms Katherine Wong,General Manager of PrinceHotel, Ms Gloria Chang,Director of Horwath AsiaPacific, and Ms Cheryl Yue,Sales and Marketing Director atW Hong Kong.“At a time when 90% of general managers in this industryare still men, here we have four highly successful Asianwomen who are industry leaders”, Dr Xiao said. “Wepurposefully invited them to talk about Asianess, Asianleadership and future trends and to hear their suggestionsfor our students.”The session moderators were Higher Diploma student MsAdriane Li and MSc student Ms Cecilia Xie, who werechosen by faculty recommendation. Despite some initialnervousness, the two really shone on the day. One of thepanellists was so impressed she extended a job offer on thespot.The Forum successfully showcased not only the increasinglyinnovative nature of China’s hotel industry, but also HotelICON, the School as an outstanding hospitality educatorand SHTM students as future hospitality leaders.Mr James Lu, Executive Director of the Hong Kong Hotels Association chairs a roundtable discussion atthe ForumSchool of Hotel and Tourism Management


10APacCHRIESHTM Students Provetheir Mettle at APacCHRIE 2011When SHTM Dean and Chair Professor KayeChon founded the Asia-Pacific Council onHotel, Restaurant and Institutional Education(APacCHRIE) nearly a decade ago, his vision was “to createa new paradigm for hospitality and tourism education”.That vision was surely realised this June when 30 of theSchool’s undergraduates organised the most successfulAPacCHRIE conference to date, attracting more than 500delegates from 37 countries.Held for the first time in its birthplace of Hong Kong, the9th APacCHRIE Conference, which adopted the theme“Hospitality and Tourism Education: From a Vision toan Icon”, ran from 2-5 June. It offered the SHTM theopportunity to showcase not only the talent of its studentsbut also the innovative nature of its approach to hospitalityeducation and research, asreflected in the conferencevenue: Hotel ICON.As PolyU PresidentProfessor Timothy Tongnoted in his openingaddress: “Our vision hasindeed been realised andtransformed into an icon”.The 30 students organisingthe conference – only thesecond undergraduateteam to do so in APacCHRIE’s history – were enrolledin elective courses Special Event Projects I and II taughtby Ms Chloe Lau, and divided into teams responsible forsponsorship, publicity, registration and hotel, tours, socialevents, the conference programme and the APacCHRIEYouth Conference 2011, which ran concurrently.Ms Lau said that in applying the experiential learningapproach to the two capstone subjects over the nine-monthperiod, she divided the learning outcomes into four areas:planning, implementation, modification and control. Thelatter two were particularly useful in equipping studentswith practical, real-life experience.“Modification of the original plan was inevitable, andcrisis management was another key learning outcome”,Ms Lau continued. “For instance, theoverwhelming response to the call forOfficiating at the Opening Ceremony of the9th APacCHRIE Conference (from left):Professor Kaye Chon, Dean and ChairProfessor of the SHTM; Professor TimothyTong, PolyU President; Mr Stanley Yen,Chairman, Landis Management Co Ltd;Mr Anthony Lau, Executive Director, HongKong Tourism Board; Dr Andy Nazarechuk,Dean of the William F. Harrah Collegeof Hotel Administration, University ofNevada Las Vegas (Singapore Campus); MsCynthia Deale, President of ICHRIE andProfessor Manat Chaisawat, President ofAPacCHRIEHORIZONS


APacCHRIE11papers led to a major revision of the venue and programme plan”. A total of382 papers were received, with 223 presented during the conference, which alsoboasted 120 poster presentations. With regard to control, students had to find away of “optimising the publicity of the event with limited finances”, which alsorequired them to think on their feet and come up with creative solutions.The success of the project was also dependent upon choosing the right students.Prospective organisers underwent pre-semester interviews to ensure they hadthe right skill sets and level of commitment needed to see the project through.Teamwork, time management and communication proved essential skills.Third-year Tourism Management student Ms Catherine Wong, who was incharge of publicity, said the workload for her team was particularly heavy. Theyhad to produce real products throughout, the most challenging of which wasthe design and creation of the 4 x 8-metre conference backdrop. “Working onthe project stimulated my interest in event planning, marketing and designwork”, said Ms Wong, who has now graduated and hopes to make such workher career.The organising team comprised students from different years of study and arange of majors, including Hotel Management, Tourism Management, andConvention and Exhibition Management, with all praising the project forequipping them with career-related skills. “We got insights into reality”, saidGigi Wong of the registration team. “We had to deal with a real client, realsuppliers and real guests. It was a valuable experience”.In his keynote address, Dean Chon emphasised the need to “co-create value withour stakeholders”: the industry, students and faculty. Having students organiseprestigious conferences such as APacCHRIE is certainly one way of doing sowhile providing “an important learning experience: a lesson in creativity”.Keynote Speaker Mr Stanley Yen surely had such educational innovation inmind when he called on tourism and hospitality educators to equip studentsnot only with book learning but also with practical experience and a passionfor sharing.ConferenceKey FactsThe Event• 9th APacCHRIE Conference• 2nd APacCHRIE YouthConference• 1st time held in Hotel ICONTiming and Highlights• 4-day conference• 44 conference hours• 3 major social functionsOrganisers• 30 Organising CommitteeMembers• 112 volunteersDelegates• Delegates from 37 countries• Over 500 delegates fromaround the worldPapers• 382 papers received• 223 papers presented• 120 poster presentationsThis, he said, would allow them to fulfil the “true purpose of tourism”, whichis “to make friends with the world” for “your company, for your country andcertainly for yourself”.School of Hotel and Tourism Management


12Banyan Tree MOUsWin-Win Agreement with Banyan TreeThe signing of two memoranda of understandingbetween the SHTM and Banyan Tree Hotelsand Resorts in March has been hailed as a winwinagreement. Focusing on the provision of executiveeducation programmes by the SHTM and the placementof interns with Banyan Tree, the memoranda were signedby Professor Kaye Chon, Dean of the SHTM, and MrHo Kwon Ping, Executive Chairman of Banyan TreeHoldings.Banyan Tree Hotels and Resorts is a leading manager anddeveloper of premium resorts around the world. With 17new resorts to open by 2014. The memoranda will ensurethat it continues to lead the way in industry and servicestandards. Mr Ho remarked that “we get to send ourassociates to attend on-going skills development and jobrelevanttraining in a hotel school that is highly regardedin Asia for its standard of excellence, as well as provide achannel for industry internship which the undergraduateswill need”.Dean Chon highlighted the SHTM’s perspective when hecommented that “with Banyan Tree’s unwavering supportSHTM students andfaculty memberswitness the signing ofthe MOUs betweenthe School and BanyanTree Holdings Ltdand with our teaching and research hotel, Hotel ICON, atthe heart of our new education approach, we expect moresuccess and greater contributions in the years ahead”.According to the terms of first Memorandum ofUnderstanding (MOU), the SHTM will provide executiveeducation programmes either on its own premises or at anyof the Banyan Tree properties. Dean Chon noted that “wehave already formed a firm foothold in establishing wellrespectedexecutive development programmes and we striveat all times to ensure that practitioners are kept abreast ofthe latest findings and trends that matter”.The second MOU outlines how Banyan Tree willoffer internships each year to a number of SHTMundergraduates. It also includes an agreement to provideone-year industry attachments to students from theChinese mainland to ensure they are eligible for admissionto the SHTM’s MSc programmes.Both MOUs cover a period of five years and furtherindicate the extent to which the SHTM is cooperating withits industry to advance hospitality and tourism around theworld.Signing the MOUs: (from left) DeanKaye Chon of the SHTM and Mr HoKwon Ping of Banyan Tree Holdings LtdHORIZONS


Donation to Laos13SHTM Generosity PraisedThe SHTM has continued its focus on social responsibilityby donating around $390,000 of surplus kitchen equipmentfrom its former premises to the Lao National Institute ofTourism and Hospitality (LANITH). Fully maintained and inexcellent condition, the fifty-seven items ranging from a pizza ovento buffet hotplates will be installed in LANITH’s training centre atPakpasak Technical College in Vientienne, which is scheduled forcompletion late this year.The donation drew deserved praise from theLao National Tourism Administration ...School of Hotel and Tourism Management


14Leading Alumni in a Global SocietyThe Consummate ProfessionalThe marks of a true professional are commitment, drive and perseverance.By all of these measures, Mr Wallace Li, General Manager of RacecourseCatering Operations at the Hong Kong Jockey Club in Happy Valley,is what all other managers should be. Determined to succeed in his career,committed to his alma mater and able to draw out the best in a team, Mr Li wasa fitting recipient of the SHTM Outstanding Alumni Award in 2006.As it happened, that same year saw his emergence as a prime driving force behindthe then moribund SHTM Alumni Association, which he and his executivecommittee revived, professionalised and expanded. He stepped down earlier thisyear after three terms as Chairman of the Association and a modestly described“lot of hard work”, having been bestowed the title of Honorary Chairman inrecognition of his achievements.Mr Li graduated from the then Department of Institutional Management andCatering Studies in 1984 with a Higher Diploma, later obtaining an MBAfrom Northwestern University and the Hong Kong University of Science andTechnology. He spent the early part of his career in hotel service in mainlandChina and Hong Kong, before joining the Jockey Club in 1993.When asked about his early experience in hospitality, Mr Li recalled a periodin which his determination set him on the track to success. Having joined amanagement training programme for only two weeks, an accident to a restaurantmanager thrust him into that role without any preparation. He could only doplanning after midnight when the Christmas functions had finished for theevening, and he eventually slept in the office for a week.That sort of commitment brought him kudos from the management andtraining group. In the intervening years, Mr Li has applied it less hecticallyto everything he does. Aside from his career and leading role in the AlumniAssociation, he acts as a mentor for SHTM students. Asked about the sort ofadvice that he gives them, he replied that students need to know what they willbe doing in their careers before they graduate, they need to “stay on target” andthen go simply “love their jobs”.Stay on targetand love thejob!It boils down to always being a consummate professional.HORIZONS


Undergraduate Programmes15Four-Year DegreesMore Student-CentricChange is sweeping through tertiary educationin Hong Kong, and the SHTM is graspingthe opportunity to refine its undergraduateprogrammes. With the city-wide introduction of fouryeardegrees this month, the School has refashionedits BSc(Hons) in Hotel Management and TourismManagement programmes to be more student-centric.The broad, multidisciplinary programmes now focus moreintensely on self-development within a professional context.Designed to impart industry relevant knowledge andskills, they will also expose students to a range of complexmanagerial and specialised work activities. Graduates areexpected to contribute effectively and efficiently to theoperation and management of tourism and related serviceorganisations both in Hong Kong and around the world.“The design of the new curriculum involved variousstakeholders”, said the SHTM’s Associate Dean (AcademicAffairs) Professor Cathy Hsu. These included “industrypartners, students and academic staff, who looked beyondcurrent practices and shifted their thinking paradigms”.The objective was to ensure that graduates would not onlybe prepared for professional roles, but would also be adeptat critical thinking, leadership and life-long learning.Commenting on the detail of the changes, BSc(Hons)Programme Leader Dr Andrew Chan* said that rather thanall students enrolling in majors, some will enrol in the broaddiscipline but most will enter the programmes directly. Aswith the cohorts in all other PolyU programmes, HotelManagement and Tourism Management students are nowrequired to take a broader range of General Educationsubjects, focus more on China in their studies and fulfil ahealthy lifestyle subject requirement as part of the GeneralUniversity Requirements.The SHTM AdvantageStudents are also required to fulfil Discipline SpecificRequirements comprising both common and specialistsubjects, the intended outcomes of which are carefullymatched with those of the overall programme. Specificto each programme are career track options, with Hotel* With effect from 1 September 2011, BSc(Hons) Programme Leader is Dr Eric Chan.School of Hotel and Tourism Management


16Undergraduate ProgrammesPlacements can be completed in one or more organisations,under the guidance of a coaching supervisor in theworkplace and an SHTM mentor. Students have the optionof taking them full time across the summer semester of YearTwo and the first semester of Year Three, or the second andsummer semesters of Year Three. Part-time placements canbe undertaken between the second semester of Year Twoand the summer semester of Year Three.The Che-woo Lui Hotel and Tourism Resource CentreManagement students able to choose from HotelGeneral Management, Restaurant and Hotel FoodserviceManagement, and Hotel Administration. TourismManagement students have two choices: Private Sector andPublic Sector. In the final year of their studies, students inboth programmes will complete either an honours thesis ora capstone project.The career track options, in particular, set the School’sprogrammes apart from others offered in their fields.Another area in which the SHTM excels is in theprovision of opportunities for Work-Integrated Education.According to Dr Tony Tse, Assistant Professor and theSHTM’s Programme Director (Industry Partnerships),“upon successful completion of their placements, studentshave hands-on experience, professional skills and genericskills in relevant industry sectors for their future careergrowth. This is an important part of theeducation at the SHTM, and is highlyvalued by the hospitality industry”.As university education in Hong Kong adapts to meetthe needs of a changing world, SHTM students are at theforefront of initiatives to move well beyond traditionallisten-and-learn techniques. The School is committed tocontinually enhancing the value of its programmes, bothfor students and their potential employers.SHTM student interns at The Market,Hotel ICONWith all SHTM students expected tocomplete 960 hours of internships andthe compulsory subject Professional andLeadership Development, the Schoolwill continue to enhance its networkwith industry partners to open up evermore placement opportunities.SHTM student working atMacau Government TouristOffice, Hong KongAll students in the two SHTM programmes will undertakepaid internships in Hong Kong or overseas with industrypartners. Those who choose to do so locally will have theopportunity to apply for placements at Hotel ICON, theSchool’s teaching and research hotel.SHTM student working at Walt Disney World, Florida, USAHORIZONS


Research HorizonsHightlights of Recent Research by the SHTMVolume 6. Issue 2. September 2011Experience Drives Effective Tourism LeadershipEffective tourism leadership is developed over time andinvolves learning from a range of experiences and people,argue the SHTM’s Karin Weber and a co-author in arecently published research article. Drawing on in-depthinterviews with ten Hong Kong tourism leaders, theresearchers explore how leadership skills are developed,delineate their characteristics and relay advice for aspiringleaders. Ultimately, the development of effective leadershipin the tourism industry requires “giving passionateindividuals the room to learn by experience”.Tourism Leadership in Hong KongThe tourism industry is dominated by the provision ofservices and the creation of experiences. Yet there is littleunderstanding of how tourism leaders develop the skills tospearhead these efforts, and insufficient attention is paidto the role of cultural environments in determining whichleadership skills are necessary. The researchers set out torectify this situation by investigating tourism leaders inHong Kong.With its long-established tourism industry, Hong Kongfeatures a unique convergence of Asian and Westerninfluences that shape thought patterns and industrypractices. The city also continually attracts, educates andtrains people in tourism. This, note the researchers, createsthe need to determine what leadership characteristics andskills the local industry needs.Leaders InterviewedTo gain a detailed understanding of Hong Kong’s tourismleadership, the researchers interviewed ten senior figuresin the industry. They asked questions covering theinterviewees’ perceptions of their roles as managers andleaders, how they balanced leadership and management,how they had gained their skills, what makes an effectiveleader, leadership issues specific to the tourism industryand industry changes that require new leadership skills.All of the leaders held senior positions, with three servingas managing directors, three as executive directors, two aschairpeople, one as CEO and one as general manager. Theyrepresented hotel chains and associations, travel agenciesand the conference and exhibition sector. Having beeninvolved in tourism both in Hong Kong and internationallyfor periods ranging from 19 to 43 years, the nine men andone woman had considerable industry experience.Skill DevelopmentThe leaders indicated that they learned from personalexperience, with exposure to a variety of jobs and a widerange of situations helping them to develop managementand leadership skills. They also conceded the importanceof building knowledge through books and training courses,which the researchers suggest points to the necessity ofuniversity postgraduate courses closely linking theory andpractice.Skills could also be acquired informally and indirectlywhen engaging with others. One interviewee observedthat “I always try to listen to other people irrespective ofwhether they are high ranking, even minor business, minorissues, even ordinary people.” Other leaders noted moreformal learning, particularly from mentors, which leadsthe researchers to recommend that existing mentorshipprogrammes be enhanced to more effectively developleadership talent.School of Hotel and Tourism Management 1


Volume 6. Issue 2. Sep 2011Research HorizonsYet there was also a suggestion from some leaders thatalthough leadership could be learned to an extent, it wasinnate in those individuals who led throughout theircareers.Characteristics of Effective LeadershipThe researchers identify eight leadership characteristicsmentioned in the interviews: business knowledge,determination, open-mindedness, team support, the abilityto admit mistakes, communication skills and a sense ofhumour. Business knowledge covered both being able toprovide information to subordinates on a range of areas anda good understanding of the wider business environment.Determination was considered a prerequisite for leadershipand open-mindedness a necessity. One intervieweecommented that “leaders need to be open-minded becauseyou have to accept all the views”, which in turn helps tobuild crucial support amongst subordinates.The interviewees considered the ability to admit mistakesas an essential leadership characteristic, coupled with thewillingness to stand up for subordinates who may havemade their own mistakes. This and the other characteristicsclearly necessitated excellent communication skills, and theinterviewees stressed that leaders needed to have a senseof humour to counterbalance the serious elements of theirroles.basis. The researchers suggest that this might due to theprevalence of Western education amongst the intervieweesand Hong Kong’s relatively recent return to Chinese rule.Nevertheless, a specific non-cultural conclusion can bedrawn from the study. Although personality traits maycome into play, “ultimately it is knowledge and experienceof the tourism industry that enables people to becomeeffective leaders”.Points to Note■ Little is known about how tourism industryleaders develop their skills.■ Hong Kong leaders learn from personalexperience, reading and training, and by engagingwith others.■ Aspiring leaders must be passionate aboutworking in the industry.■ Knowledge and experience are the two crucialelements of becoming an effective tourism leader.Weber, Karin and Ladkin, Adele (2010). Developingeffective tourism leadership. Journal of China TourismResearch, Vol. 6, pp. 410-426.Advice for Aspiring LeadersWhen asked to give advice to aspiring leaders, theinterviewees indicated that they needed a strong passionand enthusiasm for the industry. At its core, note theresearchers, this determines whether there is a good fitbetween the individual and the industry.The interviewees also mentioned the importance of gainingexperience in as many aspects of a business as possible,including work experience before entering the industryfull time. This would require much effort and hard work.As the researchers put it, “the dominant advice for thoseaspiring to become leaders in the tourism industry is tomake an honest assessment of the personal desire to workin a demanding and challenging people/service-orientedindustry”.Knowledge and Experience the KeyAn important point to note about the outlooks expressed inthe interviews is that none of them had a particularly Asian2School of Hotel and Tourism Management


Research Horizons Volume 6. Issue 2. Sep 2011Understanding Work-Family Issues Key toCompetitive Advantage for HotelsHotels seeking to develop a competitive advantage throughtheir deployment of human resources should focus on onecritical issue argue the SHTM’s Qu Xiao and a co-authorin a recently published research paper. By investigatinghotel general managers’ perceptions of strategic issuesrelated to human resources, the researchers develop aframework for understanding the importance of work-lifebalance to a hotel’s success. Although drawn from the UShotel industry, their findings have significant implicationsfor hoteliers around the world.Strategic Management and Work-FamilyPracticesStrategic management is critical to any organisation’ssuccess and involves executives scanning the operatingenvironment, identifying strategic issues, formulatingresponses and enacting appropriate strategies. Theirperceptions of what makes an issue strategic are affectedby factors ranging from the type of organisation in whichthey work to their own employment background. Yet theycan usually be expected to identify issues that “includeexternal opportunities and threats, and when linked withorganisational strengths, lead to strategic advantage for thefirm”.Amongst the issues that have the potential to provide hotelsin particular with a sustainable competitive advantageare the ways in which human resources are handled anddeployed. The researchers note that successful humanresource management can help to develop hotel-specificcompetencies, produce “complex social relations” andgenerate tacit organisational knowledge.However, some current human resource practices curtailthese outcomes. The researchers comment that hotelsoften “encourage employees to work as many hours aspossible, including weekends and holidays”. There is alsoa predominance of shift work, rotating schedules andweekend work, coupled with the notion of ‘face time’ –whereby employees are expected to “be physically presentat virtually all times”, even when not needed.The researchers argue that changing to a more familyfriendly culture could enable a hotel to “gain a competitiveadvantage through reduced absenteeism, reduced turnoverand superior retention and productivity of employees”.In other words, family friendly practices could havestrategic value. They thus set out to discern how hotelgeneral managers (GMs) identify work-family issues ascomponents of their strategic issue perceptions, and howtheir organisational cultures relate to the work-life issuesthat concern them.General Managers InterviewedTo achieve those aims, the researchers conducted faceto-faceinterviews with the GMs of 49 full-service hotelsacross the United States as part of a larger research projecton work-family issues at all levels of the hotel industry.Full service hotels were the focus because their GMs haveboth strategic responsibilities and multiple managersreporting to them. The hotel sizes ranged between 218and 2,000 guest rooms, and employee numbers between105 and 1,200.Of the interviewed managers, 45 were male and theirages ranged between 37 and 62 years. The intervieweeshad from 13 to 45 years of experience in the hotelindustry, including up to 25 years as GM. All but threeof the interviewees worked for major international hotelcompanies.Themes IdentifiedIn analysing the interviewees’ responses to questionsaddressing strategic considerations, human resource issuesand personal advancement, the researchers identify anumber of major themes. These include opportunities,threats, competitive advantages, management style,personality, the existence of mentors, experience,organisational culture, workplace flexibility, communicationof best practices, use of technology, career considerations,family life and turnover.School of Hotel and Tourism Management 3


Volume 6. Issue 2. Sep 2011Research HorizonsFocusing on the strategic issues, the researchers notethat the GMs’ perceived opportunities mainly relatedto “competition, general economic growth/decline andmarket demands”. Perceived threats mainly includedcompetition and changing levels of demand. Moving awayfrom market considerations alone, perceived competitiveadvantages included location, facilities and brand, alongwith human resources.A large minority of the GMs believed that people wereamongst their most critical competitive advantages.Yet more than half did not agree, which suggests thatwork-family issues might only be part of the strategicmanagement process for some GMs. The researchers thusdevelop the themes they identify into a framework forunderstanding just how work-family issues and humanresource management can create a competitive advantage.A Framework of Interacting Strategic IssuesThe framework shows the ways in which the themesidentified interact with each other. Taking a broad view, theresearchers note that work-family issues such as workplaceflexibility, the communication of best practices, turnoverand career advancement interact with hotel cultureand management style. These issues also relate to howtechnology is used in hotels. For instance, the provisionof laptops to managers so they can leave work earlier linksdirectly to workplace flexibility, positively or negativelydepending on the attitudes of individual managers. Theresearchers stress that all of these relationships, takentogether, “provide an overall work-family related domainthat is closely related to competitive advantage”.More specifically, at the core of the framework is theGM’s management style, which can be influenced by suchfactors as personality, family life, mentors and experience.As the researchers note, management styles seem “toevolve in a more family-friendly direction as GMs’ tenuresand experiences accumulate”. They also suggest that GMswho need more flexibility for their own family lives tendto offer more flexibility to the managers below them.Management style thus extends its influence to the hotel’soverall culture.That culture can range from a prevailing ‘pay your dues’attitude to a family friendly philosophy. Regardlessof its type, a hotel’s culture affects managers’ familylives through their career advancement and workplaceflexibility. The researchers suggest that as hotel culturesshift towards allowing managers to turn down promotionsand relocations for family reasons, those managers willfeel that they have more flexibility in designing their owncareer paths.Indeed, the GMs indicated that workplace flexibility hadimproved significantly over the last decade, which in turnhad a positive effect on family life. The researchers notethat family life is also a factor that influences decisions toswitch to another hotel or leave the industry altogether.This is particularly significant because low turnover ratesare regarded as an important element of human resourcerelated competitive advantage.The Benefits of Work-Family BalanceAlthough not all hotel GMs factor work-family issues intotheir strategic decision making, the researchers provide anillustrative framework of the consequences when they do.In short, those GMs that are specifically looking to achievea competitive advantage through their human resourcesshould address one specific issue: work-family balance.Points to Note■ Human resource management can create acompetitive advantage for hotels, but someexisting practices do not.■ Hotel GMs in the United States are divided onwhether people provide a critical advantage.■ Yet from a strategic perspective, work-familyissues have a broad influence on hotel culture andoperations.■ Ultimately, the provision of work-family balancewill provide a competitive advantage.Xiao, Qu and O’Neill, John W. (2011). Work-familybalance as a potential strategic advantage: A hotelgeneral manager perspective. Journal of Hospitality andTourism Research, Vol. 34, No. 4, pp. 415-439.4School of Hotel and Tourism Management


Research Horizons Volume 6. Issue 2. Sep 2011Customer Perceptions Crucial to TourismIndustry Revenue ManagementCustomer perceptions determine the viability of revenuemanagement practices in the tourism industry note theSHTM’s Cindy Heo and a co-author. The researchersrecently published their findings from a survey of industrycustomers in the United States, revealing perceptions offamiliarity with and the fairness of revenue managementin six tourism sectors, and how they relate to perceptionsof capacity scarcity during high-demand seasons. Acrucial point is that familiarity with revenue managementpractices does not guarantee they will be considered fair.The industry needs to understand why this is the case todevelop effective management strategies for long-termrevenue growth.Revenue Management and its RepercussionsRevenue management is used in capacity-constrainedindustries to set demand-based variable pricing. It iscommon in airlines and widely used in hotels, with ageneral result of increasing profitability. However, earlyattempts at revenue management focused on shorttermprofitability without consideration for long-termsustainability and tended to generate negative perceptionsamongst customers.Perceptions of fairness seem to be at the core of whetherrevenue management is sustainable. The key issue, explainthe researchers, is “customers’ perceptions of value for aservice or a product, rather than the cost”. When customersdo value a service they become loyal and are thus lessprice-sensitive. Yet understanding what customers actuallyperceive is a difficult task and has limited the use of revenuemanagement in some sectors. In particular, little is knownabout how it would be received in service environmentssuch as restaurants and theme parks.Nonetheless, the increased profitability that revenuemanagement brings is appealing and a number of sectorsare considering its use or have recently taken it up. Thisspurred the researchers to investigate how customersperceive the fairness of revenue management practices,how they perceive capacity scarcity during high-demandseasons and their overall perceived familiarity with revenuemanagement practices in airlines and hotels as traditionalsectors and restaurants, golf clubs, galleries and museums,and theme parks as non-traditional sectors.Customers SurveyedTo gain information on customer perceptions, theresearchers conducted an online survey amongst studentsand staff at a university on the west coast of the UnitedStates. They specifically avoided using the term ‘revenuemanagement’ to guard against a lack of familiarity withit rather than with the practices involved. After askingrespondents questions about the fairness of revenuemanagement practices, perceived capacity scarcity andoverall familiarity with revenue management, the surveycollected information on gender, age, income, education,employment status and service industry employmentexperience.Of the 670 respondents, almost three quarters werefemale, and around the same number were aged under29 years. About half of the respondents earned underUS$50,000 each year and just over half had been educatedto the bachelor or graduate degree level. In terms of serviceindustry experience, just over half of the respondentshad experience in one of the sectors examined by theresearchers.Perceived FairnessAn initial interesting finding is that these customers wereambivalent about the fairness of revenue managementpractices in the six sectors overall, but not in one of thesectors. The researchers note that the customers perceivedrevenue management practices in the airline sector to bethe least fair, even though it was the “birthplace” of thosepractices and had used them “for almost 30 years”. They do,however, provide a possible explanation for this negativity –the “airlines’ recently adopted unbundling pricing policies:charging for previously ‘free’ meals, snacks and luggage”.This, they reckon, could have had an overall negative effecton perceptions of pricing throughout the sector.School of Hotel and Tourism Management 5


Research Horizons Volume 6. Issue 2. Sep 2011China an Investment ‘Heaven’ forMultinational Hotel GroupsThirty years after the Chinese government enacted its opendoorpolicy China has become a ‘heaven’ for multinationalhotel groups, argue the SHTM’s Basak Denizci Guillet,Hanqin Zhang and Wendy Gao. In a recently publishedpaper, the researchers analyse industry publications andrelated information on investments in China proposed bymultinational hotel groups. They identify the issues relatedto expansion, the most prominent development trendsand a possible restraint on investment. An understandingof these factors will help other multinational hotel groupswhen considering their own expansion plans in China.Market Entry OverviewSince 1978 and China’s economic opening to the outsideworld, hotel investment throughout the country hasbecome decentralised and diversified. By 2000, there weremore than 150 hotel management companies operating inChina, a third of which were multinational. The researchersnote that just over a decade later, “given the steady andstrong growth in demand in business and leisure travel,China has become an investment heaven for multinationalhotel management groups”.There are, however, initial barriers to entry, includingeconomic and political systems, hotel ownership, hotelmanagement capability and resources, and competitionbetween local and foreign firms. When groups do enterthe market they usually choose non-equity forms ofinvestment such as management contracts and franchising,although joint ventures are becoming more common.They are then confronted with location choices influencedby agglomeration economies, the presence of sufficientinfrastructure and institutional changes.The researchers set out to determine the key issues thatmultinational hotel groups face as they grapple with thesedecisions in their efforts to expand into, or further into,China. Of particular interest was identifying “an overalloutlook for the hotel industry as it relates to investmentsproposed by multinational hotel corporations”.Expansion Information CollectedTo ensure that they could analyse the greatest amount ofinformation possible, the researchers turned to secondaryresources, including InfoBank China, the China EconomicReview, Hotel News Resource and Ebcohost. Thesedatabases include information on business activity andhotel industry developments in China from a wide rangeof sources, including Western and Chinese newspapers,industry journals and the Ministry of Foreign Trade andCooperation.With a timeframe from January 2006 to December 2008,the researchers used keywords to identify proposed hoteldevelopments, combining terms such as “new hotels”,“additional properties” and “hotel market” with termssuch as “mainland China” and “Chinese market”. Theiranalysis focused on 336 relevant documents, whichrevealed that 15 hotel groups made more than fourexpansion announcements and 14 groups made less thanthree announcements.Expansion and its IssuesThe researchers identified 18 groups with existingoperations in China that were planning to expand and 11new groups, considering entry to the market. For all of thegroups, the most popular locations selected were Beijingand Shanghai, and their target markets were MICE,deluxe and economy. The preferred business format wasthe management contract.The issues that the hotel groups needed to address intheir expansion included political and macroeconomicfactors, planned locations, brand selection, competitors,the number of hotels or rooms to be considered,the development timeframe and human resourcedevelopment. The researchers note that most of theseissues are interconnected, with the lack or abundance ofhuman resources in an area affecting where a hotel mightbe related, for instance.School of Hotel and Tourism Management 7


Volume 6. Issue 2. Sep 2011Research HorizonsCategorising the hotel groups largely into upscale andbudget, the researchers determined that the upscale groupswere expanding more actively. The upscale categoryincluded hotels newly opened by existing brands andthose that existing brands planned to open by 2011. Theissues affecting planned hotels included the influence ofpolitical and macroeconomic factors, location planning,brand selection, competitors, number of hotels or rooms,development timeframe and human resource development.The newly opened hotels faced issues related to businessformats, service concept and culture, hotel classificationand target markets.Existing budget brands were at an initial stage ofdevelopment in comparison to their upscale counterparts.However, the researchers note their importance, witharound 90% of Chinese domestic travellers staying atbudget hotels. The issues that budget groups faced in theirexpansion included opportunities to invest in limitedservice hotels, location distribution, number of hotels andbusiness format.Development TrendsConsidering the rapid increase in multinational hotelgroup development in China, the researchers identifya number of distinct trends. Management contracts arestill the most common business format for upscale hotels,but joint ventures are becoming more common. Directinvestment and franchising are more popular for budgethotels, but foreign hotel groups are still cautious withfranchising and have limited experience with it in China.The researchers note that the deluxe, upscale and MICEhotels discussed in the documents “can be considered asnew trends in the Chinese hotel industry”. There are alsoobservable trends in the choice of hotel locations, withongoing development in provincial capitals being joinedby expansion into second and third tier cities, plus touristlocations. This is particularly true amongst establishedmultinational hotel groups, with opportunities forcooperation with local entrepreneurs opening up in thesecities for groups willing to accept outside investment indevelopment projects.Perhaps the most import trend is that mega-events havebeen attracting hotel investment in their environs. Asthese events have relatively long durations and attract largenumbers of participants, they generate very high demandfor accommodation. All of the hotel groups indicated theinfluence on their expansion plans of the Olympic gamesin Beijing during 2008, the World Expo in Shanghaiduring 2010 and the Asian Games in Guangzhou the sameyear.However, the continuance of these trends is contingentupon government policy. In terms of direct influence, thegovernment intervened in the market by adding upscalehotel developments to the restricted list for foreigninvestors when the property market boomed in 2006.Indirectly, the government has influenced the market overa longer term by imposing stringent lending practices inan effort to curtail the foreign debt market.Market Potential Curtailed?Overall, the researchers argue that multinational hotelgroups are increasing in confidence as they extend thelength of their stays in China. The country is somethingof an investment ‘heaven’ for them 30 years after theimplementation of its open-door policy, but governmentrestrictions can still be felt. Despite the huge marketpotential, there is still a hidden hand helping to shape andpotentially hamper expansion plans.Points to Note■ Multinational hotel groups are expanding rapidlyin China.■ Upscale and budget groups face similar but notthe same issues in planning their expansion.■ Distinct trends are evident in business formats,hotel types, locations and the influence of megaevents.■ Government policy has the potential to limitexpansion plans.Guillet, Basak Denizci, Zhang, Hanqin Qiu and Gao, BoWendy (2011). Interpreting the mind of multinationalhotel investors: Future trends and implications inChina. International Journal of Hospitality Management,Vol. 30, pp. 222-232.8School of Hotel and Tourism Management


Research Horizons Volume 6. Issue 2. Sep 2011Bargaining an Under-Appreciated Adventure inOpen-Air MarketsValue for money is the key factor in attracting tourists toHong Kong’s open-air markets, according to the SHTM’sNelson Tsang, Henry Tsai and Fiona Leung in a recentlypublished research article. Examining “tourists’ enjoymentof their bargaining adventure”, the researchers also findthat bargaining intensity and psychological well-being arecrucial elements of the attitudes and behaviour on displayin these markets. Yet the benefit of marketing strategiesdesigned to tap this enthusiasm for a good deal is littlerecognised, with the researchers suggesting that the HongKong Tourism Board (HKTB) should pay more attentionto it in vigorously promoting open-air markets.Open-Air Markets as Tourist AttractionsShopping has long been acknowledged as an indispensabletourist activity around the world, but nowhere is thatmore apparent than in Hong Kong. Attracting around30 million tourists a year, the city offers its visitors aplethora of shopping experiences in upscale malls linedwith internationally renowned designer outlets. Yet theresearchers also note that Hong Kong’s open-air marketsare important tourist attractions in their own right, offeringdynamic environments in which tourists can observe “theunique local capitalism”.Tourist visits to Hong Kong’s three main markets – Ladies’Market, Temple Street Market and Stanley Market – haveincreased significantly every year for the past five years. Theresearchers cite HKTB statistics to the effect that visitorsfrom Australia, New Zealand and other parts of the SouthPacific visit the three markets most frequently during theirstays, followed by those from South, Southeast and NorthAsia. Southern hemisphere tourists also rate the value-formoneyexperience they gain at the markets most highly.The researchers go as far as to suggest that bargainingshould be considered a feature of these markets becauseit enhances the shopping experience. Drawing on researchin sociology and psychology, they argue that shopping ingeneral and bargaining in particular generate “intrinsicenjoyment”. Obtaining discounts through hagglingcould even “generate a sense of pride, intelligence, andachievement”.This should have obvious implications for the promotionof bargaining as a tourist activity, but little effort has beenmade in Hong Kong to highlight the attractiveness of itsopen-air markets. The researchers mention that the marketsare completely overlooked in the HKTB’s shopping tipsfor tourists, which instead emphasise the identificationof creditable retailers recognised by the Quality TourismServices scheme.In a broader sense there is also the unanswered question ofwhether tourist shoppers bargain “simply as a result of thesatisfaction they feel in acquiring a product” or due to a“sense of gratification generated on the basis of perceivedfairness” in the bargaining process. Understanding whichof these factors predominate would allow the HKTB todevise an appropriately tailored marketing campaign.Tourists at Hong Kong’s Open-Air MarketsThe researchers gathered information on touristbargaining behaviour by conducting a survey at Ladies’Market, Temple Street Market and Stanley Market.The questionnaire included five sections, with the firstdesigned to screen out non-tourists or tourists who didnot bargain. The second section focused on factors relatedto the intention to bargain, and the third on the extent ofbargaining behaviour and how that behaviour and touristattitudes affected satisfaction with the whole process.The fourth section obtained overall impressions of thebargaining context in the markets and the fifth was usedto construct a demographic profile of the respondents.Of the 203 tourists who completed questionnaires inthe three markets, just under half were from mainlandChina, Taiwan, other parts of North Asia, South Asia orSoutheast Asia. The remainder were from the Americas,Europe, Africa, the Middle East, Australia, New Zealandor the rest of the South Pacific. Just under half were male,the largest group was aged 21-30 years old, around threeSchool of Hotel and Tourism Management 9


Volume 6. Issue 2. Sep 2011Research Horizonsquarters had university degrees and most were on vacationbut not on guided tours.Value for Money and Psychological Well-BeingHaving reviewed the results of their survey the researchersfound that the intention to bargain in a market was mostheavily affected by selling price, product quality andperceived value for money. The most obvious implicationhere is that the HKTB should “develop an advertisingcampaign on open-air markets in Hong Kong thatemphasises value for money”. To broaden that effort, theresearchers also suggest that “an online platform allowingtourists to share their shopping experiences and effectivebargaining tips could be linked with the HKTB website”.This would reduce the search costs of first-time touristsseeking information about bargains in Hong Kong, andwould have the potential to spread that information outto the “global community via the Internet”.In terms of the bargaining process itself, the tourists weremost interested in taking part for their own psychologicalwell-being. Happiness about being able to ask for lowprices against expectations of higher prices offered totourists and satisfaction with actually obtaining a bargainwere the most important factors. The tourists also felt asense of excitement in the process, and thought that theirown ability rather than luck determined their success.The Importance of Satisfaction withBargainingWhen looking specifically for what determined the tourists’overall satisfaction with bargaining the researchers foundthat “bargaining intensity”, or “tourists’ preference forhaggling as a way of doing business” was the most importantfactor. This concept encompasses the competitivenessdisplayed when seeking a bargain as revealed by choosingopen-air markets over malls, negotiating for ‘extras’ whengoods are sold at fixed prices and the actual effort put intothe bargaining process.to visit the market again and recommend it to their friendsand family”.Advertising NeededWith bargaining intensity and psychological well-being atthe core of what satisfies tourists at Hong Kong’s openairmarkets, the researchers argue that the HKTB shouldadvertise the markets as shopping alternatives at whichpleasure can be gained. Such a campaign could emphasisethe psychological rewards to be had from bargaining andvalue for money available, and thus present “a compellingcase for visiting open-air markets”. This, the researchersargue, will help “Hong Kong to maximise its tourismreceipts” amidst increased competition from other touristdestinations.Points to Note■ Open-air markets are under-promoted touristattractions in Hong Kong.■ The enjoyment of bargaining is an importanttourist experience.■ Tourists at Hong Kong’s markets appreciate thevalue for money and are driven by bargainingintensity and their own psychological well-being.■ Advertising that highlights these factors will helpHong Kong maximise its tourism receipts.Tsang, Nelson, Tsai, Henry and Leung, Fiona (2011). Acritical investigation of the bargaining behaviour oftourists: The case of Hong Kong open-air markets.Journal of Tourism Marketing, Vol. 28, pp. 27-47.Bargaining intensity also had a significant influence onthe likelihood of subsequent visits to the markets andrecommending them to others. Yet even more importantwas the fact that the tourists bargained to enhancetheir own psychological well-being. This, suggest theresearchers, indicates that “the more tourists seek to gratifytheir intrinsic need for a bargain, the more likely they are10School of Hotel and Tourism Management


Research Horizons Volume 6. Issue 2. Sep 2011Confusion over Standards Limits EMS Adoptionin Small and Medium HotelsA lack of clear information, guidance and qualified helpfor the implementation of environmental managementsystems (EMSs) is limiting their use in Hong Kong’s smallandmedium-sized hotels. In a recently published researcharticle the SHTM’s Eric Chan shows that these hotelsgenerally have a low level of environmental awareness andexplains why they have taken limited action to improvetheir environmental performance. Given the increasingappeal of ‘green’ hotels and the significance of reducingenergy consumption, the study is an important call toaction for Hong Kong’s locally owned hotels.Importance and Problems of EMSAdoptionAs hotels consume much more energy per occupantthan a typical household, they face steep electricity, gasand diesel bills each year. Combined with the expense ofwater consumption, these costs contribute significantly tooperating expenditure. Yet, remarks Dr Chan, few smallandmedium-sized hotels (SMHs) have adopted any sortof EMS.An EMS is a management system that coversthe “organisational structure, planning activities,responsibilities, practices, procedures, processes andresources for developing, implementing, achieving,reviewing, and maintaining an environmental policyaccording to ISO 14001 standards”. When a hotel meetsthose standards it is assured of complying with all relevantenvironmental legislation, has a effective structure in placeto implement environmental programmes, is focused oncontinuous improvement in environmental performance,ensures that employees are environmentally aware andefficient, and enhances its corporate image.The extent of commitment needed to achieve these goalscould well be daunting for small hotels, which wouldexplain why only four upscale hotels had received ISO14001 certification in Hong Kong at the time of thestudy. Dr Chan suggests that smaller hotels generallylack the clearly defined organisational structure neededto achieve compliance with the standards, and “have ashallow integration of environmental aspects into theircore business values”. Because production and operationalpractices can become entrenched in SMHs, “switchingto ecologically sound policies can be costly and timeconsuming”.Hong Kong Hotels SurveyedTo develop a more in-depth understanding of what hindersEMS adoption amongst these hotels, Dr Chan developedand pilot tested a questionnaire comprising 32 statements.The targets were all SMHs with 250 rooms or less in HongKong, and replies were received from general managers,chief engineers and environmental system managers. Thegeneral level of understanding related to environmentalmanagement standards was low, with just over 35% of therespondents indicating that they had a grasp on what wasneeded to create an EMS. Only six hotels had an EMS inplace, and seven intended to gain ISO accreditation.The respondents indicated that nine broad factors affectedtheir decisions about EMS adoption: a lack of knowledgeand skills, conflicting guidance, the lack of a sense ofurgency, implementation and maintenance costs, a lackof qualified verifiers/consultants, a lack of motivation andprofessional advice, outcome uncertainty, inconsistentsupport, and the ambiguity of EMS standards. Dr Channotes “a central tendency among SMH hoteliers to agreethat implementation and maintenance costs were the majorfactors hindering EMS implementation”. The second mostsignificant factor was a lack of knowledge and skills, relatedto the fact that understanding, interpreting and applyingenvironmental management standards requires significanttechnical competence.Specific Barriers to EMS ImplementationGiven his focus on SMHs, Dr Chan narrows thebroad factors down into five specific barriers to EMSimplementation in such hotels: the lack of a sense ofurgency, the ambiguity of EMS standards, a lack ofqualified verifiers and consultants, conflicting guidanceSchool of Hotel and Tourism Management 11


Volume 6. Issue 2. Sep 2011Research Horizonsand inconsistent support. The SMH managers claimedthat the main barrier was the “lack of a central source ofinformation on environmental legislation” coupled withtheir inability to clearly understanding the legislativeframework. This, suggests Dr Chan, makes it easy forSMHs to push aside environmental considerations,especially when the associated legislation is weak. Everydaybusiness concerns tend to be much more pressing.Compounding this problem is confusion about differentEMS standards, with the ISO 14001 standards dominantbut not alone in the market. The SMH managers were notsure how the various standards could suit their existingoperations, with specific concern about the degree towhich EMS implementation might affect the core businessof their hotels. EMS standards are general guidelines thatapply to a range of different business sectors, and they areoften too complex to be easily followed by SMHs.That complexity could be overcome with sufficientinformation or good quality guidance, but the managersindicated that assistance in both areas was difficult to comeby. They also had difficulty in hiring suitable verifiers andconsultants to assist their hotels in implementing andimproving EMSs. Dr Chan suggests that the high cost ofengaging these professionals, much more easily borne bylarge hotels, is also likely to be a heavy burden for smallerand mid-sized hotels.Overcoming the BarriersAn important finding to remember amidst this relativelynegative scenario is that some of the hotels either had anEMS in place or were intending to implement one. DrChan suggests that SMHs committed to environmentalsustainability should consider working with likemindedhotels to exchange “information on and experience inimplementing an EMS and also give the opportunity toshare resources and costs”, such as those of employingwell-qualified consultants or verifiers.the advent of ‘green travellers’ should encourage SMHmanagers to think in this direction.On a broader scale, local hotel associations should be moreactive in encouraging EMS implementation amongstSMHs. They could provide specialist technical support,training courses and the like, and lobby governments tosubsidise system accreditationTowards Implementation StrategiesDespite the lack of EMS adoption in Hong Kong’s smallerand mid-sized locally owned hotels, environmentalawareness is becoming more predominant in the hotelindustry worldwide. The barriers to adoption in SMHsare formidable, given they arise from daily operatingconsiderations, but they can be overcome. Dr Chanargues that by better understanding the barriers SMHmanagers will be able to formulate suitable and effectiveimplementation strategies.Points to Note■ Few SMHs have adopted EMSs.■ SMHs face operational barriers to EMS adoption.■ The most significant barriers are inadequateinformation, ambiguous standards and lack ofqualified help.■ These barriers can be overcome by cooperationwith other hotels and external organisations.Chan, Eric (2011). Implementing environmentalmanagement systems in small- and medium-sizedhotels: Obstacles. Journal of Hospitality and TourismResearch, Vol. 35, No. 1, pp. 3-23.They could also consider forming partnerships withexternal bodies such as green associations or governmentdepartments to further their EMS efforts. Such links,and those between SMHs themselves, would have theadded advantage of helping to create a sense of legitimacywhen EMSs are finally implemented. Dr Chan notes theincreasing strictness of environmental legislation and12School of Hotel and Tourism Management


18 Mainland ProgrammesUnity on Show in HangzhouWith its network of students, alumni and friends in the Chinesemainland growing rapidly over the last few years, the Schoolorganised a seminar and Unity Dinner on 28 May in Hangzhou. Cohostedby the SHTM and one of its mainland partners, Zhejiang University, thetwo events sought to further develop ties with alumni whose career achievementshave been significant in the rapid expansion of the Chinese hospitality andtourism industry.The SHTM currently offers two programmesin mainland China: a bachelor degreeprogramme in Xian and a Master’s programmein Zheijing. Since 2005, the Bachelor ofArts in Hotel and Catering Managementprogramme has been offered in collaborationwith Xian Jiaotong University. The Master ofSharing session by Outstanding Alumni (from left): Ms Alison Yau, GeneralManager of Rhombus Fantasia Chengdu Hotel; Mr Sunny Sun, ExecutiveDirector of Phoenix Hotel Consultants; Professor Cathy Hsu, SHTM AssociateDean; Mr Philip Wei, Group Director of Development, China of BanyanTree Hotels and Resorts; and Ms Cathy Yu, Assistant General Manager of TheDragon, HangzhouHORIZONS


Student Mainland Achievement Programmes Awards19From left: Mr Murphy Zhu,Director, Development, GreaterChina of InterContinental HotelsGroup; Ms Tanya Du, Directorof Human Resources of SheratonHangzhou Wetland Park Resort;Professor Kaye Chon, Dean andChair Professor of SHTM; andMr Michael Chen, Vice President,Marketing of Jinling Hotels &Resorts CorporationScience in Hotel and Tourism Management programme has been offeredtogether with Zhejiang University since 2000. Both programmes are approvedby the mainland’s Ministry of Education.Graduates, students and staff of the two programmes gathered before the Dinnerat a seminar entitled “Trends and Vision in Tourism and Hospitality Industry”.Professor Kaye Chon, Dean of the SHTM, delivered a keynote speech on“Emerging Trends in the Tourism and Hospitality Industry”.Mr Richard Hatter, General Manager of Hotel ICON andAdjunct Associate Professor of the SHTM, then spokeabout “Hotel ICON – A New Educational IntegrationModel”. Mr Louis Shih, ManagingDirector of the Camelot HospitalityInnovation Advisory Group and acurrent Doctor of Hotel and TourismManagement student at the SHTM,concluded the seminar with a keynotespeech on “China’s Hotel Industry:Past, Present and Future”.Mr Richard HatterMr Louis ShihIn welcoming attendeesto the Unity Dinner,Professor Chon described it as a “showcase ofthe best talents and greatest prospects that havebeen associated with PolyU’s School of Hoteland Tourism Management in the mainlandduring recent years”. The very well attendedevent provided an excellent platform on whichthose present could catch up with old friends,meet new ones and extend their networks.Professor Kaye ChonThe SHTM is proud of what its alumni have achieved in the mainland andwill continue to be with them as they advance through their outstandingcareers.School of Hotel and Tourism Management


20SHTM NewsIn BriefArticle of the Year for SHTMAcademicA paper co-authored by SHTMAssistant Professor Qu Xiao hasbeen selected as the Journal ofHospitality and Tourism ResearchArticle of the Year for 2010. Thepaper, entitled “World-FamilyBalance as a Potential StrategicAdvantage: A Hotel GeneralManager Perspective”, was co-authored with PennsylvaniaState University Associate Professor John W. O’Neill.has providedexcellent servicesto the School, theUniversity and thecommunity, servingas leader of variousprogrammes for theSHTM, a memberof numerous PolyU committees, and a member of severalindustry and government bodies.The School congratulates all three awardees for theirexceptional efforts.Busy Year for ExecutiveDevelopment ProgrammesTeaching, Research and ServiceRewardedThree SHTM staff members received very well-deservedSchool Awards for Outstanding Performance/Achievement in June. Ms Lorreta Pang received heraward for teaching excellence, Dr Karin Weber for anoutstanding research track record and Dr Barry Mak forservices to travel and tourism education.Ms Pang has put her studentcentredphilosophy into actionusing a wide range of activelearning methodologies rangingfrom case studies to blendedlearning using the Second Lifeplatform. Dr Weber, whoseresearch concentrates onconsumer behaviour, servicesmarketing, strategic alliances,and convention and gamingtourism, has published 29refereed papers in a varietyof prestigious internationaljournals. Dr Barry MakThe year is shaping up to be busy for the SHTM’sexecutive development programmes. April saw the Schoolprovide two lectures and a study tour to a group fromFinland’s JAMK University of Applied Sciences, andMay saw a three-day programme for 22 delegates fromthe Korean Local Government Officials DevelopmentInstitute. Also in May, a group of tourism students and afaculty member from Jeju National University in Koreaparticipated in a five-day MICE education programmeat the SHTM, and 33 students from the country’sKyungwon University visited Hong Kong for a cookingclass and SHTM briefing session.Events scheduled also included a CHE workshop, a hotelmanagement programme for delegates from JiangsuProvince, and a one-day study programme for 20teenagers from Siheung City, Korea.HORIZONS


SHTM News21Hengqin Visit PraisedDr John Ap and Dr Thomas Bauer visited HengqinIsland, Zhuhai on 13 April to deliver a seminar for localtourism officials. Invited by Mr Zhao Zhenwu, DeputyDirector of Party-Masses Work Division of AdministrativeCommittee of Hengqin Island New Area, the pair spokeabout the SHTM and tourism planning. Mr Zhaoexpressed his appreciation for the visit, and indicated aninterest in more seminars on tourism planning, marketingand management.Twenty-three SHTM AchieversInitiated into ESDThe PolyU Chapter of Eta Sigma Delta (ESD)welcomed 23 SHTM students as new members inrecognition of their outstanding academic achievementsat an initiation ceremony on 16 March. Honorary guestsincluded SHTM Dean and Chair Professor Kaye Chon,Dr Jinsoo Lee, Faculty Advisor of the ESD’s PolyUChapter, and Mr William Mackay, Regional Vice-President and General Manager of the Four Seasons HotelHong Kong.During the visit Dr Ap and Dr Bauer also spoke toPhoenix TV about tourism trends in Zhuhai and thedevelopment of tourism on Hengqin Island.Learning from Master ChefExecutive Chef Jaakko Sorsa and three colleagues fromFINDS, the only Nordic restaurant in the entire PearlRiver Delta, offered SHTM students a hands-oncooking workshop on the preparation of creative andmouth-watering salmon dishes on 25 March. Chef Sorsaapprenticed with Finnish and Swedish master chefs andwas instrumental in the success of the two Michelin starredChez Dominique in Helsinki.Students Excel at Global SpaSummitSHTM BSc students Ms Joyce Ng, Ms Carol Zhangand Mr Tommy Gu, and MSc student Ms KitsunLau, took home first prize in the Student ChallengeCompetition at the Global Spa Summit in Nusa Dua,Bali on 15-18 May. Under the guidance of Dr Ada Loand Dr Qu Xiao, the students won the competitionSchool of Hotel and Tourism Management


22SHTM Newswith an innovative mobile service spa design for busyworking people in large cities labelled Yi Spa. Theyovercame challenges from teams representing the ChineseUniversity of Hong Kong, the Cornell-Nanyang Instituteof Hospitality in Singapore and Gadjah Mada Universityin Indonesia to receive a cash prize and a trophy for theSHTM.Bali Trip Provides context forLearningDr Eric Chan, who was previouslyLecturer, was promoted to AssistantProfessor with effect on 1 July 2011.Dr Alice Hon, who was previouslyInstructor, was promoted to AssistantProfessor with effect on 1 July 2011.Ms Suki Tsang joined the SHTM on5 July 2011 as an Executive Officer(Student Placement). She has mainlytaken over the role of mentoring theSchool’s student interns.Ms Shannon Cheung joined theSHTM on 18 July 2011 as an AssistantOfficer. She will mainly assist inthe implementation of the SHTM’smarketing programmes.Led by Dr Thomas Bauer, a group of 103 SHTMstudents from the International Tourism Study classparticipated in a study trip to Bali, Indonesia on 5-13March 2011. Students found that being exposed to theactual tourism setting as tourists was the best way tounderstand hospitality and tourism issues. They did notonly leave footprints in Bali but they also brought backfriendship and laughter.Dr Deniz Kucukusta, who wasformerly Postdoctoral Fellow andVisiting Lecturer at the SHTM, waspromoted to Assistant Professor witheffect from 1 August 2011.Ms Karen Kwan joined the SHTM asa Tutor on 1 August 2011.Staff UpdatesMs Irene Lau joined the SHTM in May2011 as an Executive Officer (StudentPlacement). She is now responsible forWork-Integrated Education.Mr Ryan Smith joined the SHTM asa Visiting Lecturer in August 2011. MrSmith received his MSc in HospitalityManagement from the University ofHouston and BSc from the University of Boston. Hehas taught food and beverage courses, and has workedas a chef and restaurant manager.Ms Evan Mak joined the SHTM on 27June 2011 as an Executive Assistant. Shemainly provides administrative support toour Chinese mainland programmes and inalumni affairs.Mr Watson Baldwin joined theSHTM as a Visiting Lecturer in August2011. Mr Baldwin received his MScfrom the University of North Texas andBSc from the Culinary Institute of America. He hasextensive experience of teaching and working in foodand beverage.HORIZONS


Student Activities23Students Head into the WorldThe STHM provides students with a broad range of experiences outsideHong Kong that serve as a solid foundation on which to build futurecareers. Recent experiences have included an exhibition managementfield trip to Singapore, a cultural tourism study trip to the Kaiping WorldHeritage Area, a five-day visit to ICES 2011 in Seoul by the APacCHRIEorganising team and an SHTM delegation to the Young Hoteliers Summit inLausanne, Switzerland.Singapore ExploredUndergraduate students enrolledin Exhibition Management andConvention Venue Managementwere excited this March to travelto Singapore and experience the approach the countrytakes to exhibition management and tourism.In addition to many opportunities to explore the sights ofthe Lion City, participants paid visits to the University ofLas Vegas Singapore Campus and International FurnitureFair Singapore 2011. The highlight of the trip for manywas a Student Scavenger Hunt, a creative learningexperience that saw students join their counterparts fromother hospitality schools in scouring Singapore to seek andphotograph its major iconic landmarks.World Heritage Close toHomeThe SHTM’s Master’s studentsstudying cultural tourism visitedGuangdong’s Kaiping Diaolou WorldHeritage Area in March to identify the current tourismproducts on offer, assess the area’s tourism potential, andreview the issues faced by this outstanding cultural heritagesite right on Hong Kong’s doorstep.Led by Professor Bob McKercher and Mr Ben Jiang, andhosted by staff of the Kaiping Tourism DevelopmentCorporation, the participants visited six main scenicspots, including the heritage cluster of Zili, Sanmenli andMajianglong Villages, Li Garden Mansion, the ChikanHistorical Village, which is reminiscent of Hong Kongcirca 1920, and Nan Lou, a significant historical site ofWWII resistance to the Japanese.School of Hotel and Tourism Management


24Student ActivitiesBriefings, site inspections and discussions with touristsgave the students a deeper understanding of the keytourism-related issues facing Guangdong’s only worldcultural heritage site. They also had the opportunity totest a set of assessment indicators for cultural tourismpotential they formulated and field-tested prior to thevisit.Seoul Trip AidsAPacCHRIE 2011PreparationsAll 30 undergraduatemembers of the 9thAPacCHRIE Conference Organising Committeevisited Seoul from 31 March to 4 April to attend theInternational Convention and Expo Summit (ICES)2011. As this was the first time for the organising teamto participate in an academic conference, the experiencewas both stimulating and educational.Future Hoteliers JoinSwiss Youth SummitTwo students from the BSc(Hons)in Hotel Management andTourism Management programmesrepresented the SHTM as delegatesto the Young Hoteliers Summit (YHS) in Switzerlandthis year. Mr Paris Sze and Ms Sharon Man, who are alsoPresident and Financial Officer of PolyU’s Eta Sigma DeltaChapter, joined the Summit on 21-22 March at the world’soldest hotel school, École hôtelière de Lausanne.Amongst the tightly packed two days of guest presentations,workshops and panels, one of the highlights was theCreativity Challenge set by main YHS partner the RezidorHotel Group. Delegates were given six hours to brainstormand discuss ideas for social media applications in the hotelindustry and make final presentations to a panel of judges.Committee members had the opportunity to observethe entire ICES operation process from a range ofperspectives, including those of conference organisers,participants and sponsors. Even more importantly, theywere then able to apply the invaluable experience andknowledge obtained by observing, participating in,reviewing and evaluating that process to ensure that theAPacCHRIE Conference was the resounding success itultimately proved to be.Mr Sze and Ms Man had the opportunity to meet manynew friends, exchange thoughts about the industry withdelegates from all over the world, and explore the landscapeand culture of Switzerland after the event.As the old Chinese saying goes, “it is better to travel tenthousand miles than to read ten thousand books”.HORIZONS


SHTM Students’ Association25Students’ Association GainsACCESSNow in its seventh year, the SHTM Students’ Association worksdiligently to represent its members and allow them to voice theiropinions. With that very important function in mind, a new executivecommittee named ACCESS plans to more tightly bond SHTM students as theymove through their university lives.Inaugurated on 13 April, the 15-member committee comprises students from allthree of the School’s programmes – Hotel Management, Tourism Management,and Convention and Event Management. It formed around the strong beliefthat a group of enthusiastic people from each of the SHTM’s undergraduatedegree programmes could more effectively approach students with a variety ofbackgrounds and interests to bring them together.ACESS has already planned a range of events for the coming academic year.Student members can look forward to the orientation camp and a table mannersclass. Participants in the class will then have an opportunity to practise their newskills at the Association’s annual dinner, always a popular event.The new cabinet is also exploring ways to ensure that Association membershave as many opportunities as possible to meet professionals from the hoteland tourism industry and gain more information about the industry whileinteracting and communicating with their fellow students across programmeboundaries.School of Hotel and Tourism Management


26Student Achievement AwardstudentSRecognised forchievementAn Elite of the Elite ceremony held in April at the SHTM’s new premises hosted a recordbreaking51 guests and 63 recipients of the School’s Academic Achievement Award. Presentedto those students who maintained GPAs of 3.7 or above during Semester One 2010/2011,the individual awards recognised a range of outstanding efforts. The School congratulates thefollowing recipients.Bachelor of Arts(Hons) in Hotel andCatering ManagementCHENG ManguoLEE Yung HingLEUNG Kin NamLEUNG Sze WingLI Nim TingLIN XiYUAN YuanBachelor of Science(Hons) in HotelManagementAU Po YuenCHAN Kwun YungCHEN QianCHENG Ho ManCHENG Yui LungCHEUK Yuen TungCHEUNG Wing KaCHEUNG Wing YinCHOW Ka HoCHU Shuk Ying, SharonDAI WeiFUNG Kin HoGU TianmingHANG Chun Cheung, RonaldHUNG Man Wai, VivianKWAN Hoi YanKWONG Kwan WaiLAI YuhangLEUNG Mei WunLIU Tsun WingLO Ka KiMAK Wai KwanNG Ka Wai, JoycePOON Wing LamSO Wing YeeTRAN Nhat-QuangWANG LuWONG Chi MeiWONG Chun OnWONG Ka HeiWU WenboYANG GuangyuYANG YuanyuanYIP Kam SunYIP Yuk ChingYU King ChingYU SongmingYUEN Chi KinZENG XiZHANG LanruoZHANG YulanBachelor of Science(Hons) in TourismManagementCHAN Tin WanCHAU Man YingCHEUNG Pui HangHAN XiaoHO Wing SzeJIN TingLAM Pun Chuan, RandyLEE Cheuk YiuLEE Wai YinLEI ElkieNG Chui HoiNGAN Suet HaTANG Yi KaTO Wing KiWONG Hiu MeiBachelor of Science(Hons) in HotelManagement(Conversion)CHENG Chi WaiIP Hoi ChingKWOK Ka LaiLAM Lok YanLEE Chun YinLEE Kin TingLEE Wai HangLI Yung SunMAK Pak HongMAN Chi WaiMUI Lai ShanNG Ka YanSIU Man HoTAM Sum PuiTANG Wing YanTONG Wing YanWAN Tsz FungWONG Anson Zong YiuWONG King FungWONG Leong LeongYEN Mei TingBachelor of Science(Hons) in TourismManagement(Conversion)CHIU Sze ManCHOW Chi KwanMO Hon PingSHUM Ka ManTSUI Wing ChiHigher Diploma inHotel ManagementCHAN Ka ManCHAN Yi ChingCHEUNG Ho YanCHEUNG Sui FongCHEUNG Wai YanCHOW Wing YanLAI Hei Man, TammyLEE Ka YeeLEUNG Wan Chor, VanessaLI Hoi Kei, JacquelineLO Wai YanSHUM Long KwanSZE Lok YeeWONG Kwan YinWONG Wing FungYAU FanYIP Sze KiYUEN Man HeiHigher Diploma inTourism ManagementCHAN Ying YuiCHEUNG VivianLAM Pak ChingLAU Man Ting, MandyLEUNG Yee LokLIU Wai KwanHORIZONS


SHTM Mentorship Programme27Mentorship Programme LaunchedPolyU’s Staff Restaurant hosted the first meeting of SHTM mentors andtheir student mentees on 19 February. With 110 mentors recruitedfrom the hospitality and tourism industry, 55 mentors and 95 studentsattended the event. The mentors and mentees will be in regular contact over thecoming months to achieve the learning objectives they have agreed upon.The School would like to extend its heartfelt thanks to the following mentors fortheir participation and support.AGONOY LilyGeneral Manager, Farrington American Express TravelServicesCHENG CindyDirector, Learning and Development, Hyatt Regency HongKong, Sha TinAU MichaelExecutive Director, Realty Travel Service LtdCHENG SimonManager – Hotel Sales, Galaxy MacauBAILEY LeslieSenior Director, Asia Pacific, Middle East and Africa – MenuSolutions, McDonalds RestaurantsCHENG MazyDirector of Human Resources, Sheraton Hong Kong Hoteland TowersBOLLHALDERStefanCHAN AlanArea Manager and General Manager, Kowloon Shangri-LaHotelHead of Finance, Select Service Partner HK LtdCHENG PaulCHENG YvonneSenior Manager, Airport Safety, Airport AuthorityDirector of Finance, Hyatt Regency Hong Kong Tsim ShaTsuiCHAN AndrinaCHAN IvyOffice Manager, Marriott International, Inc.Assistant Human Resources Manager, Crowne Plaza HongKong Causeway BayCHEUK JessCHEUNG NancyAssistant Human Resources Manager, Langham HotelsInternationalDirector of Sales, Courtyard by Marriott Hong KongCHAN JackyCHAN PatrickFront Office Manager, Courtyard by Marriott Hong KongHuman Resources Manager, Courtyard by Marriott HongKongCHEUNG PatsyCHOU EricSales and Marketing Manager, Morton’s Steakhouse – HongKongInflight Manager, Cathay Pacific AirwaysCHAN SamuelCHANG ShirleyCHAU CarieVice President – Corporate Human Resources, Genting HongKong GroupSales and Marketing Manager, Hong Kong Jockey ClubManager, Global Sales, Starwood Asia Pacific Hotels andResorts Pte LtdCHOW AvivaCHOW VidaCHUI HenryCHU GaryDirector of Global Sales, Langham Hotels InternationalArea Director of Human Resources, Grand Hyatt Hong KongManager, Planning and Forecasting, Hong Kong DisneylandFront Office Manager, Bishop Lei International HouseCHENG AnnaLearning and Development Manager, Hyatt Regency HongKong, Tsim Sha TsuiCHUNG BonnieHuman Resources Manager, Select Service Partner HongKong LtdSchool of Hotel and Tourism Management


28SHTM Mentorship ProgrammeCONKLIN MarkDAVIS LincolnDRUMMONDJohnFOK KatyFOO-TIPLADYMelanieFOSKEY PaulFUNG CharlotteFUNG ChloeFUNG KenFUNG RogerHERRINGKristoferHO AmyHO RonaldHO StephenHSU GiannaIEONG DavidIP WelkinKAI GeorgeKONG PollyKWOK PhilipLAVERTY ClareLAM EllyLAU AndrewLAU AnthonyLEE AlanLEE IanLEUNG DilysLEUNG EricLEUNG IvyLEUNG FredLEUNG LilyLEUNG RayLI WallaceLI DavidLIAO NoraLING EricLO JesseLO KatherineMA AndrewMA PhoebeMAN AnkelyMÜLLERMichaelGeneral Manager, JW Marriott Hotel Hong KongDirector of Quality Management, Intercontinental GrandStanford Hotel Hong KongResident Manager, Intercontinental Grand Stanford HongKongDirector of Human Resources, The Mira Hong KongVice President, Sales and Marketing – Asia Pacific, MandarinOriental Hotel GroupExecutive Vice President, Hotel Development, Asia-Pacific,Marriott InternationalDirector of Business Development, Cosmopolitan HotelHong KongAsstistant Training Manager, Marco Polo HotelsHotel Manager, HarbourView PlaceEVP – Interstate (China), c/o JinJiang Oriental PudongDirector of Learning and Development, Grand Hyatt MacauCatering and Conference Services Manager, MandarinOriental Hong KongDirector of Finance, Hong Kong SkyCity Marriott HotelSenior Vice President, Acquisition and Development – AsiaPacific, Starwood Hotels and ResortsDirector and General Manager, Towa Tours LtdGeneral Manager, the Dynasty ClubFood and Beverage Manager – Banquet Service, Hotel ICONDeputy General Manager, China Travel Service (HK) LtdSenior Manager, Marketing, Hong Kong Resorts Co Ltd(Discovery Bay)Human Resources Manager, Gold Coast HotelHead of Marketing, Swire HotelsHuman Resources and Training Manager, Luxe ManorDirector of Revenue Management and Distribution, MarcoPolo HotelsExecutive Director, Hong Kong Tourism BoardGeneral Manager, EGL Tours Company LtdDirector of Finance and Administration, Hotel ICONAssistant Manager, Hong Kong Tourism BoardManager, Passenger Sales and Marketing, All Nippon AirwaysCo LtdDirector, Intellectual Capital and Quality, Langham PlaceHotel, Hong KongGeneral Manager, HK YWCA – Hotels and ResidencesManager of Corporate Sale, Kuoni Travel (China) LtdDirector of Quality and Learning, Langham HotelsInternationalGeneral Manager – Racecourse Catering Operations, HongKong Jockey ClubSenior Operation Manager, Maxim’s Caterers LtdTraining Manager, Island Shangri-La HotelTraining & Development Manager, Swire Properties LimitedDirector of Food and Beverage, Hotel ICONPassenger Sales Manager HK, Cathay Pacific Airways LtdDirector of Sales and Marketing, Holiday Inn GuangzhouCity CentreExecutive Club Manager, Four Seasons Hotel Hong KongRevenue Manager, Sino Group of HotelsGeneral Manager, Courtyard by Marriott Hong KongNG CandyPARK PatrickPECH XavierPOON SunnySCHWARTZKurtManager – Quality and Research, Langham HotelsInternational LtdFront Office Manager, Marco Polo Hongkong HotelGeneral Manager, Hyatt Regency Hong Kong, Tsim Sha TsuiInbound and Outbound Manager, New Astor Travel ServiceLtdHead of Hospitality Services (Operations), Hong KongJockey ClubSHEK Jason Director of Sales, Four Seasons Hotel Macao, Cotai Strip ®SIU RaymondSOMMERAUFritzSUNG KennethSZETO HenryTAM WarrenTAN-Gunter JillTANG EstherTCHOU LarryTHOMA YvesTSE JasonTSE NicholasVOELLM DanielWADE PeterWAI KennethWAN MonoWANG GeorgeWINTER DeanWONG AdaWONG ChristineWONG CrystalWONG FrederickWONGKatherineWONG LarryWONG MaeWONG PatrickWONG PerryWONG VincentWONG WinnieWU AlexWU LouisaYAU ClaireYAU EddieYEUNG MaurineYEUNG RickyYOUNG EugeniaExecutive Assistant Manager - Sales and Marketing,Charterhouse HotelHead of Hospitality Services (Special Projects & Planning),Hong Kong Jockey ClubRestaurants Manager, Crown Plaza HK Causeway BayAssistant Front Office Manager, Metropark Hotel WanchaiGeneral Manager, EAST Hong KongVice President, Human Resources, Marco Polo HotelsAssistant Manager, Trade Services – Taiwan, Hong KongTourism BoardManaging Director, Hyatt International – Asia Pacific LtdGeneral Manager, The Hong Kong Jockey ClubTraining Manager, Hong Kong Airport Services Limited– Cathay Pacific AirwaysGeneral Manager, Hong Kong SkyCity Marriott HotelManaging Director, HVS Global Hospitality ServicesDirector of Recruitment – Asia Pacific, Hyatt InternationalArea Director of Human Resources, Island Shangri-La HotelGroup Human Resources Manager – China Project, RegalHotels International LimitedGeneral Manager, Luxe ManorGeneral Manager, Upper HouseDirector of Human Resources, Conrad Hong KongHuman Resources Director, L’hotel Management CompanyLtdHuman Resources Manager, InterContinental Grand StanfordHotel HKArea Director of Sales and Marketing, Hotel Manager, GrandHyatt Hong KongGeneral Manager, Prince Hong Kong (Marco Polo Hotels)Front Office Manager, Butterfly Hotel and ServicedApartment Group Ltd.Assistant Director of Finance and Administration, HotelICONDirector of Projects, Intercontinental Grand Stanford HotelSales and Marketing Director, Peak Tower and Peak TramwaysDirector of Sales and Marketing (Overseas Region) HKRegional Office, Sunshine Hotel Management Co LtdAssistant Human Resources Manager, Novotel Citygate HongKongGeneral Manager, The CityviewDirector of Sales, Kowloon Shangri-La HotelAssistant Director of Human Resources, Four Seasons HotelHong KongSenior Sales Manager – Corporate, Island Shangri-LaHead of People Development, Swire HotelsFront Office Manager, Hong Kong Disneyland HotelPersonnel Manager, Grand Hyatt Hong KongHORIZONS


SHTM Alumni Association29New Leaders, Same CommitmentAchangeof executive committee and an unusually themed annual dinner werejust two Alumni Association highlights over the last six months. Read on formore details of an exciting period in the Association’s development.New Executive Committee Leads the WayThe leadership baton passedto a revamped executivecommittee in March, withMs Betty Simpson, Ms DilysKo and Ms Livia Chai joiningexisting members at the AnnualGeneral Meeting. During thegathering Mr Maurice Kong,Director of Food and Beverageat the Hong Kong Conventionand Exhibition Centre, tookover the Chairmanship, and thecommittee outlined its visionand goals for the coming years.Another feature of the AGM was the conferral of the title Honorary Chairman onMr Wallace Li, the immediate past Chairman who had overseen rapid growth in theAssociation’s membership and activities.Spring Dinner, Cowboy Style!Held immediately before the AGM, theAlumni Association Spring Dinner attractedmore than 130 members and their families tothe Hong Kong Jockey Club in Happy Valley.Guests for the evening included ProfessorTimothy Tong, President of the Hong KongPolytechnic University, Professor KayeChon, Dean of the SHTM, and Mr ThomasMehrmann, Chief Executive of Ocean Park.With a theme of “Wild Wild West”, thecowboys and cowgirls enjoyed a round of games and a succulent barbeque buffet.Another highlight of the evening was the grand lucky draw with 44 fabulous prizes.School of Hotel and Tourism Management


30 Alumni Association NewsAlum-notes1990sMs Gloria ChangBA 1993 is the Director of HorwathHTL.2000sEnthusiastic Scholarship RecipientThe SHTM Alumni Association Scholarship 2011 went toMs Priscilla Wong, a final year student of the BSc in HotelManagement programme. Receiving the award from formerAssociation Chairman, Mr Wallace Li in March, Ms Wongbubbled over with enthusiasm. She was not only thankful forthe award, but also offered to organise and run an event for theAssociation.The HK$5,000 annual scholarship goes to an outstandingstudent who achieves academic excellence and demonstratesleadership initiative. Ms Wong is certainly a fitting recipient.Student SharingTo help graduating SHTM students with useful tips whenapplying for jobs or attending interviews, a student sharingsession was held on 5 May at Bistro 1979, the training restaurantat the School’s new premises. The students in attendance werevery thankful for the advice they received.Mr Jeff LiuMSc 2002 is the Owner’s Representativeof Sheraton Shenzhou Peninsula Resortand Four Point By Sheraton ShenzhouPeninsula.Mr Hugo ChengBSc(Hons) in Hotel Management 2003is the Food and Beverage Manager ofHotel ICON.Ms Sandy YauBA in Hotel and Catering Management2006 is the Quality and TrainingManager of The Mira Hong Kong.Ms Ivy LamBA(Hons) in Hotel, Tourism andCatering Management 2007 is the SeniorHuman Resources Officer of the HongKong SkyCity Marriott Hotel.Ms Shannon CheungBSc(Hons) in Tourism Management2008 is the Assistant Officer of the Schoolof Hotel and Tourism Management.Prior to joining the SHTM, Ms Cheungwas a Project Executive at Swire TravelLimited.Mr Kenneth LeungMSc 2009 is the Human ResourcesManager of the Kowloon Hotel.Ms Sarah WangMaster of Philosophy in Hotel andTourism Management 2010 is theCommunications Manager of ChinaNational Convention Center.Mr Philip WeiMSc 2010 is the Group Director ofDevelopment – China of Banyan TreeHoldings Limited.HORIZONS


Professor-for-a-Day Programme31Speaker Title and Company TopicMr Calvin AUMr Bart BUIRINGMr Joseph CHANMs Yvonne CHENGMr Ken CHEONGMs JenniferCHEUNGMr Noble COKERMr TristanDIMACALIMr PeterDRAMINSKYMr Kenneth FANMs Vivien FOKMr Adam HIPPMr Welkin IPMs Julie JACKSONMs Joanna KANMr Patrick KWOKMs Mandy LAWMs Lindy LEEManager, Pico IES Group LimitedVice President, Continent Lodging Services andOperationsHuman Resources Manager and EMS Manager, AberdeenMarina ClubDirector of Finance, Hyatt Regency Hong Kong, Tsim ShaTsuiSenior Manager – Sales and Marketing, Foshan Shui OnProperty Development Company LimitedDirector of Sales and Marketing, EAST, Hong KongVice President – Park Operations, Hong Kong DisneylandResortDirector of Technology Innovation, Hotel ICONHotel Manager, Four Seasons Hotel Hong KongGeneral Manager, The Clearwater Bay Golf and CountryClubDirector of Events, Hyatt Regency Hong Kong, Tsim ShaTsuiGeneral Manager, Hotel Ibis North Point Hong KongFood and Beverage Manager – Banquet Services, HotelICONDirector of Sales and Marketing, The Langham, HongKongDirector of Sales and Marketing, Intercontinental GrandStanford Hong KongGeneral Manager – Business Development, Hong KongTourism BoardDirector of Sales, Hyatt Regency Hong Kong, Tsim ShaTsuiDirector of Recruitment, Langham Hotels InternationalLimitedThe Role of the Service Contractor in ExhibitionManagementStrategic Management for Tourism and HospitalityBusinessEnvironmental Management in Marina ClubRevenue Management in HotelsChallenges of Developing Foshan Lingnan TiandiMarketing Challenges for Different Hotel BrandsService ExcellenceInnovative Technology in Hospitality IndustrySeven Core Management Dilemmas in Hotel Life– Perspectives from Four Seasons Hotel Hong KongThe Challenges in Club Management in Hong KongAre You Smarter than an SHTM Student?Hotel Industry: Distribution Channels and YieldManagementBanquet Production and Service Planning, and StaffingAre You Smarter than an SHTM Student?Are You Smarter than an SHTM Student?Aviation and TourismAre You Smarter than an SHTM Student?SelectionMs Vivian LEE Marketing Director, Ocean Park Corporation Marketing Initiatives of Ocean ParkMr Philip LEEChief Air Traffic Controller, HKSAR Civil Aviation DepartmentAir Traffic ManagementMs Ingrid LEUNG Managing Director, Ecruising Hong Kong/China Limited Cruise Services and ManagementMs Portia LEUNGDr Gang LIWarm Thanks toProfessors for a DayWe offer out heartfelt thanks to the distinguished industry professionals whorecently served as SHTM professors for a day.Human Resources Manager, The Hong Kong Jockey ClubSenior Lecturer in Economics, School of Management,University of SurreyEmployees’ Well Being – Experiences from Hong KongJockey ClubTourism Demand Elasticity AnalysisSchool of Hotel and Tourism Management


32Professor-for-a-Day ProgrammeSpeaker Title and Company TopicMs Naomi LIUMs Karen LOMs Ruby LUIMr James MABEYMr Amish MEHTAMr Rudolf MULLEROfficer – Sector Development and Partnership, HongKong Council of Social ServiceManager, Royal Caribbean InternationalRegional Manager – Product Development (Asia Pacific),Tourico HolidaysDirector of Development – Asia Pacific, Marco Polo HotelsLimitedManaging Director, Revenue Science CorporationExecutive Chef, Hong Kong Disneyland ResortCorporate Social Responsibility and EventsFunctions of Hong Kong International RepresentativePreview of Allure of the SeasStrategic Alliances of a Wholesale Travel Provider and itsPartnersRevenue Management Impact on Asset Valuation,Development and ManagementRevenue Management Solutions in the HospitalityIndustryTheme Park and Hotel CateringA Presentation towards Unique Foodservice Concepts forSpecial Events and Convention BusinessMr Tommy NGFood Safety and Quality Assurance Officer, The HongKong Jockey ClubFood Hygiene and Safety PracticeMr Paul PEIExecutive Director – Sales and Marketing Division, OceanPark CorporationThe Ocean Park StoryMr Scott REEVE Vice President of Sales – Asia/Middle East, Meeting Matrix Meeting TechnologyMs Suvi SAXEN Director – Institutional Division, MCI Convention Management – Case StudiesMs Joanna SHAMMr Louis SHIHMr Kevin Ka-weiSHUIMr Jaakko SORSADirector of Human Resources, Crowne Plaza Hong Kong,Causeway BayExecutive Director, Camelot Hospitality InnovationAdvisory GroupManager – Strategic Planning and Research Division,Hong Kong Tourism BoardPresident – Disciples Escoffier, Hong Kong and MacauBranchStrategic Management in Hospitality and TourismIndustryHospitality Consultancy – Challenges and OpportunitiesUrban Icons, Challenges and Issues in Hong Kong’sStrategic Tourism DevelopmentReflections on the French Culinary JourneyMr Joseph TANG Executive Housekeeper, Grand Hyatt Hong KongThe Role of Housekeeping in the HotelService Sequence and Standard of Making up a RoomMs Sandra TANGDirector of Catering, Intercontinental Grand StanfordHong KongAre You Smarter than an SHTM Student?Mr Paul Pak-shuenTSESecurity Manager, Eaton Smart Hong KongHotel SecurityProfessor Eric TSUIAssociate Director of Knowledge Management ResearchCentre and Professor of Department of Industrial and SystemsApplying Social Network Technologies to Special EventsEngineering, The Hong Kong Polytechnic UniversityMr Willem VANEMDENExecutive Assistant Manager, EAST, Hong KongFood Service in HotelsMs Esther WONGHousekeeping Manager, Hyatt Regency Hong Kong, The Role of Housekeeping in the HotelShatinService Sequence and Standard of Making up a RoomMr T.K. WONG Creative Director, TKMW Creative Limited Branding and Re-brandingMr Patrick WONGMr Peter M. K.WONGMr Alex XUDirector of Projects, Intercontinental Grand StanfordHong KongChairman, Culture Resources Development CompanyLimited and Silk Road Development LimitedCEO, GreenTree Inns Hotel Management GroupThe Design of Hotel Guestrooms: From the Perspective ofa Project ManagerTourism for Cultural ExchangeOpportunities and Challenges of Hotel ChainDevelopment in ChinaHORIZONS


Calendar of Events33Upcoming EventsDate Event Organiser Contact23-25 October20117th China Tourism Forum,Haikou, ChinaSHTM, UNWTO and Collegeof Tourism, Hainan University,ChinaLeslie FungEmail: hmlfung@polyu.edu.hkWebsite: www.polyu.edu.hk/htm/conference/7CTF26-29 October2011International Conference onTourism and ManagementStudies – Algarve 2011,PortugalThe School of Management,Hospitality and Tourism,Universidade do Algarve, andthe journal Encontros Científicos– Tourism and ManagementStudiesJosé António SantosEmail: seminariosesght@ualg.ptWebsite: www.esght.ualg.pt/conferencia/index.php10-13 December2011World Research Summit forTourism and Hospitality,Hong KongSHTM and Elsevier LtdRobyn CamilleriEmail: r.camilleri@elsevier.comWebsite: www.tourismandhospitalitysummit.com5-7 January 201217th Annual GraduateStudent Research Conferencein Hospitality and Tourism,Alabama, USAMartin A. O’NeillEmail: oneilm1@auburn.eduWebsite: www.humsci.auburn.edu/hrmt/hospitality/GradConference201224-29 April 20126th World Conferencefor Graduate Research inTourism, Hospitality andLeisure, 2nd InterdisciplinaryTourism ResearchConference, Fethiye, TurkeyAnatoliaMetin KozakEmail: M.Kozak@superonline.comWebsite: www.anatoliajournal.com/conference/www.anatoliajournal.com/interdisciplinary8-10 May 2012Asia Tourism Forum: The10th Biennial Conferenceon Hospitality and TourismIndustry in Asia, Bandung,IndonesiaBandung Institute of TourismDjoni Sofyan IskandarEmail: joiskandar@atf2012.comWebsite: www.atf2012.com/22-24 May 2012International Conventionand Expo Summit 2012,Hong KongSHTMLeslie FungEmail: hmlfung@polyu.edu.hkWebsite: hotelschool.shtm.polyu.edu.hk/eng/news/upcoming.jsp22-24 May 2012The 11th Asia Pacific Forumfor Graduate StudentsResearch in Tourism,Hong KongSHTMLeslie FungEmail: hmlfung@polyu.edu.hkWebsite: hotelschool.shtm.polyu.edu.hk/eng/news/upcoming.jspSchool of Hotel and Tourism Management

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