Vol 9 Issue 1, February 2009 - School of Hotel & Tourism ...

2Director’s MessageMessage fromDirector of SchoolAs the SHTM enters the Year of the Ox we are drawing special pleasure from the transition. Thisyear marks our 30 th anniversary, and although that milestone is pushing our thoughts backacross a proud tradition it is also energising us as we look to the future.A particularly important way in which we are looking ahead is our partnership with Samsung ElectronicsHong Kong, highlighted in this issue. Our newly opened Samsung Digital Laboratory, stocked withIT and associated equipment donated by the company, is allowing students to experience the cuttingedge of hospitality and tourism industry applications even before they enter the employmentmarketplace.And those who do enter the marketplace find themselves ready to take on the world despite thecurrent economic downturn, as made clear in the coverage of our second independently conductedgraduate ceremony. We also cover the Chair Professor’s Dinstinguished Lecture given by Mr FrancescoFrangialli, Secretary General of the United Nations World Tourism Organisation, who expressedsimilar optimism for the industry. Mr Frangialli has since received an Honorary Professorship fromthe SHTM, and we look forward to further benefiting from his vast industry experience.Other features of this issue include coverage of the Fifth China Tourism Forum in Huangshan lastyear, with its focus on sustainable development, an account of how the industry has contributed toour new undergraduate conversion programme in convention and event management, highlights ofthe seventh Hong Kong Winter School, an update on the construction of our Teaching Hotel in TsimSha Tsui East, and details of the SHTM’s move into cyberspace with our Virtual Hotel project.We also feature our postgraduate programmes, offering students the chance to comment on how theyhave developed and allowing programme leaders to discuss the ways in which they are helping toshape the leaders of tomorrow.As always, we are looking to the future today, expecting more success and ever-enhanced levels ofexcellence over the next 30 years.Professor Kaye ChonChair Professor and DirectorSchool of Hotel and Tourism ManagementThe Hong Kong Polytechnic UniversityHORIZONS

Samsung Digital Lab for Hospitality Technology3Professor Kaye Chon, SHTM Director (left), with Mr BrianKim, President of Samsung Electronics Hong KongSamsung, the world-renowned electronic equipmentmanufacturer, is the new sponsor of the SHTM’sHospitality and Tourism Technology Unit. Renamed theSamsung Digital Lab for Hospitality Technology and stockedwith state-of-the-art electronic equipment and specialisedsoftware, the Lab is being redeveloped in two phases.The new facilities will ensure that students have access tothe latest technology available in the industry, highlightingthe School’s determination to remain at the forefront oftechnological change. With classes regularly held in the Lab,and Executive Development Programmes making use of thefacilities, a broad range of learners will benefit from theupgrade. The facilities will also be available to academic stafffor use in research projects.School of Hotel and Tourism Management

4Samsung Digital Lab for Hospitality TechnologyAn opening ceremony for the first stage, located in theexisting room on the School’s premises, took place on 30October 2008. Unveiling the new facilitates were Mr BrianKim, President of Samsung Electronics Hong Kong,Professor Suleyman Demokan, PolyU Vice President(Academic Development), and Professor Kaye Chon, SHTMDirector.Mr Kim remarked that “Samsung’s goal is to empower youngpeople with opportunities to excel and to benefit their localcommunities”. This, he said, would be the major benefit ofthe new facilities, which would help students to “reach theirfull potential and ultimately contribute to Hong Kong’ssustained status as an internationally competitive economy”.Built around the generous donation of 58 R-seriesnotebooks, the re-equipped Lab also features two networklaser printers, two LCD TVs, a DVD and a Blu-Ray discplayer, a surround sound system, a camcorder and an aircleaner.All of the computers run advanced software thatfacilitates the teaching of subjects including lodgingmanagement, revenue management, financial management,e-business, technology management and data analysis forthe industry. The Lab’s seating has been reconfigured to makebest use of the new facilities.In his opening speech at the ceremony, Professor Demokanpointed to the importance of PolyU achieving “academicexcellence in a professional context”. One way of doing this,he said, was through “dedicated partnerships with business,the industry, the professions and the community.” The Labis a leading example of such partnerships in action.Professor Chon explaining the Lab facilities to Mr KimWhen asked about the importance of the facilities, ProfessorChon mentioned that SHTM students would “gain handsonexperience with industry booking and enquiry software,as well as the application of information technology inhospitality”. This is clearly an important feature, and befitsthe School’s status as Asia’s leading hospitality and tourisminstitution.The second phase of the Lab’s redevelopment will take placein 2010 when the SHTM moves to the new Teaching Hotelin Tsim Sha Tsui East. Currently under construction, theHotel’s role as a ‘house of innovation’ will be enhanced bythe use of Samsung equipment throughout. Of particularsignificance will be the use of next-generation Samsungtechnology in the prototype rooms, and the relocation ofthe Digital Lab to the hotel.Assistant Professor Norman Au, who oversees the Lab, saidthat “with the increased importance of technology inhospitality, we will again step-up our facilities by partneringwith Samsung”. In the new teaching hotel, Samsung willprovide cutting-edge telecommunications equipment, arange of LCD screens for teaching, use in conferences anddisplays in public areas, the Hotel’s CCTV security systemand data network infrastructure for Internet access and otheremerging applications.This will be just another example of Samsung’s commitmentto the future, with the company no stranger to lastingpartnerships with educational institutions – its Hope forEducation programme in the United States supports primaryand secondary schools with the latest technology through anation-wide essay competition.Unveiling the plague to mark the opening of the Samsung Digital Lab forHospitality TechnologyAs the SHTM moves further up the global rankings andconsolidates its leading position amongst similar institutionsin Asia, the partnership with Samsung will be vital. Industrypartners and their commitment to education are the key tothe School’s success, and each step we take into the futurewill be shared with them.HORIZONS

Congregation 20085Time to Excel for GraduatesThe SHTM’s second independently held Congregationtook place amid delight from graduates, family, invitedguests and academic staff on 11 November last year. Heldin two sessions to accommodate the 626 students awaitingconferral of their diplomas and degrees, the event concludedwith 5 PhD, 1 MPhil, 151 MSc, 2 PgD, 209 BSc, 78 BAand 180 HD graduates.Both sessions began with the now customary parade ofstudents and staff in their academic robes from the ChewooLui Hotel and Tourism Resource Centre to the JockeyClub Auditorium, led by two bagpipers in full Scottish dress.The spectacle was a fitting way to mark what SHTM ChairProfessor and Director Kaye Chon described as the“culmination of the School’s academic activities” for the year.PolyU Vice President (Research Development) andChairman of the Board of School of the SHTM ProfessorAlbert Chan opened both sessions, with themorning session also addressed by Miss AuKing-chi, Hong Kong’s outgoingCommissioner for Tourism. Miss Au notedthat the Congregation encapsulated manythings that made her proud of Hong Kong,such as “the pursuit of learning andexcellence, an ability to createopportunities, an international outlook anda willingness to embrace challenges”.Her main advice focused on those challenges, specificallythe increasing level of competition for tourists in the regionand the potential effects of the global financial crisis. “Wewill”, she said, “require all your resourcefulness, enterprise,imagination, enthusiasm and energy to succeed”. Speakingto first-time graduates in particular, she pointed topossibilities in the future. “A first degree is a great asset, butto reap the full rewards it must be accompanied by a longtermcommitment to self-improvement.”Shannon Cheung, a BSc(Hons) in Tourism graduate andnow a Management Trainee with Swire Travel, offered similarobservations in a speech on behalf of graduating studentsduring the session. Recalling how SHTM professors wereeager to help students learn from their own mistakes, shecautioned that “in the real world the story is different”.Reflecting on the service excellence she experienced as anintern in Hawaii, she said that graduates needed tounderstand why they are in the industry.“We are here to help”, she said, “and weshould take care of all tiny details in ourservice encounters”.Miss Au King-chi speaking to the students“The world”, exhorted Ms Cheung, “iswaiting”, and it certainly was for MrJeremy Xu, who graduated from theSHTM with an MSc in Hotel and TourismManagement in 2004. Mr Xu received theSchool of Hotel and Tourism Management

6Congregation 2008In spite of the currenteconomic backdrop, there willalways be companies looking“to employ great candidates.”Marching to the Hong Kong Jockey Club Auditorium2008 Outstanding Alumni Award during the session, forhis contributions to both the School and the industry.Having served as General Manager for hotels in mainlandChina and Hong Kong for 11 years, he is now Vice Presidentof the China National Travel Service (HK) GroupCorporation and Executive Director of China TravelInternational Investment H.K.After the formalities of opening the afternoon session, MrBill Ernest, President and Managing Director, Asia, for WaltDisney Parks and Resorts, shifted attention from the regionto the world. He began by complimenting the School’s “fineteaching staff and high calibre students”, and sounded theoptimistic note that “people will continue to travel” duringthe current financial crisis.Mr Ernest remarked that “in spite of the current economicbackdrop, there will always be companies looking to employgreat candidates”. He reminded each graduate that they wereauthors of their own life stories, which could well lead themto unexpected destinations. “That is the beauty of the careerthat you are about to embark on”, he said, “it could takeyou anywhere across the globe”.Speaking for the graduating students during the session,Ms Greta Hung, a BSc(Hons) in Hotel Managementgraduate, thanked the School for the encouragement andopportunities that it offered, and concluded thatinternational exposure through a study trip to Egypt hadimportantly allowed her to “understand more about thelocal customs and practices” that differed from those ofHong Kong.Mr Bill Ernest speaking about opportunities for graduatesWith this sort of perspective, and with the background ofan outstanding education, Ms Hung excitedly told herfellow graduates that it was “time for us to excel!” TheSHTM offers its congratulations to all 626 graduates, andlooks forward to hearing the stories of their success in thecoming years.HORIZONS

Chair Professor’s Distinguished Lecture7A Time ofCaution andOptimismInvaluable advice to students is a hallmark of the Chair Professor’s DistinguishedLectures, and never more so than when the global economy is in a downturn.Speaking of the tourism industry’s resilience on 26 November last year, MrFrancesco Frangialli, United Nations World Tourism Organisation (UNWTO)Secretary General and since named SHTM Honorary Professor, expressedoptimism. “Experience teaches us that tourism is resilient”, he said, with thedesire to travel not easily sated in post-industrial societies. Yet he also cautionedthat the double-digit growth in tourism demand over recentyears would not be repeated again soon.Mr Frangialli has been at the helm of the UNWTO since 1997,during which time he has overseen the creation of a universallyaccepted system that assesses tourism’s economic importanceto national economies and the adoption of the Global Code ofEthics for Tourism. His extensive background in publicadministration has also served him well, and he speaks withauthority on the resilience of tourism to economic turmoil.Pointing to the growing implications of the global financial crisis, Mr Frangialliremarked that “international tourism will undoubtedly be affected, but it is ourconviction that it still has a bright future ahead of it!” Tourism demand would beexpressed in different forms. He specifically pointed to the “contribution oftourism flows coming from emerging countries”, including China.Professor Kaye Chon, SHTM Director, presentingthe Certificate of Appointment to Mr FrancescoFrangialliThis would lead to a moderation of growth in the industry, but would ultimatelyleave it more robust. Mr Frangialli emphasised the growing concern in both thepublic and private sectors about anticipating economic difficulties andovercoming them quickly. He also commented on the importance ofsustainability – an issue that the UNWTO is addressing with its focus onhalting climate change and reducing extreme poverty.The organisation has been working with public bodies aroundthe world since 2002 to address the impact of human activity onthe environment, and launched its ST-EP initiative to eliminatepoverty through sustainable tourism in 2003. Mr Frangiallimentioned that the UNWTO now has more than 60 ST-EPprojects in progress, spanning Africa, Asia and Latin America.Impressing the students with the breadth of his vision, Mr Frangialliengaged them in a lively discussion after the lecture. Those incharge today certainly have much wisdom to offer the leaders oftomorrow.School of Hotel and Tourism Management

8Fifth China Tourism ForumFocus on Nature at Tourism ForumThe fifth China TourismForum, held inHuangshan, Anhui Province on13-14 December last year,turned the attention ofgovernment officials, industryprofessionals, academics andstudents towards nature-basedtourism. Set in one of China’smost picturesque areas, theForum was co-organised by theSHTM, the World TourismOrganisation (UNWTO) and the Tourism College ofHuangshan University.In his opening remarks, SHTM Chair Professor and DirectorKaye Chon noted that although China has many world-classnatural attractions, “it is vital for local communities,governments as well as tourism practitioners to work togetherto ensure their preservation and sustainability”.Panel Discussion II, featuring (from left) Mr Tony Tse, ProfessorKaye Chon and Dr David Jones of the SHTM, with ProfessorWenwei Fu and Professor Hao ZhangThe second day began with akeynote presentation byProfessor Bruce Prideaux fromJames Cook University inAustralia on critical issues for thesustainability of mountaindestinations. Professor Tiger Wuof Peking University thendiscussed strategies for and themeasurement of nature-basedtourism around cities.Panel sessions over the two days covered nature-basedtourism in greater depth, and took in crisis management fortourism, post-Olympic tourism, and the importance oflistening to employees. A number of papers were alsopresented, with speakers including academics, students,representatives from hospitality companies and governmentofficials from the Huangshan Municipal Office and thenational and regional tourism administrations.During the closing session, the distinguished scholarProfessor Zhang Guangrui received a Lifetime AchievementAward in Tourism Education and Research in China,recognising his significant contribution to the field.Professor Chris Ryan speaking on corporate social responsibilityHighlighting the complexity of that sustainability, theSHTM’s Professor Bob McKercher focused on the difficultyof reconciling its economic and environmental aspects inhis opening keynote presentation. Providing an historicaloverview of ecotourism from the idealism of the 1980s tothe current “crisis of legitimacy”, he called for thedevelopment of sustainability indicators, codes of practiceand eco-labels.Continuing with this theme of reassessment in the secondkeynote speech, Professor Chris Ryan of the WaikatoManagement School in New Zealand described how thetourism industry needed to embrace corporate socialresponsibility to ensure its sustainability.The sixth China Tourism Forum will be co-hosted by theSHTM, the UNWTO and the Sichuan TourismAdministration. To be held in Chengdu, Sichuan Province,on 12-13 May 2009, it will mark the first anniversary ofrevitalisation efforts after the devastating earthquake in theregion.Mr Yuyan Miao, representative of the Sichuan Tourism Administration, withProfessor ChonHORIZONS

Convention and Event Management9With the spread of convention and event management as a specialist fieldin Asia there is a pressing need to train the right people to satisfy industrydemand. Mindful of Hong Kong’s push to strengthen its leading position in themarket, the SHTM has been collaborating with the industry to devise aninnovative new approach to educating the next generation of convention andevent managers.Industry and SHTM members of the taskforceA feature of the recently approved BSc in Convention and Event Managementconversion programme is that it has responded to industry needs from inception.Undergraduate Programme Director, Dr David Jones has described the processas “unique and progressive”, with industry involvement in developing thecurriculum a vital aspect of the programme’s relevance.To be launched in the 2009-2010 academic year, thiswill be a conversion programme targeting holders ofHigher Diplomas and Associate Degrees, and “otherswho want to complete their bachelor degrees in theconvention and event management area”.Last year the School convened a taskforce comprisingSHTM faculty members and leading industry figures todeliberate on the convention and event focus of boththe new programme and the Executive DevelopmentProgrammes that it provides to the industry.Let the Industry LeadIn what Dr Jones described as “a co-creation session” the industry membersof the taskforce were initially asked to outline “what competencies the industrywould want from a student graduating from PolyU with a degree in thisfield.” Their recommendations were developed into subject proposals, whichwere then taken back for further input until the faculty members on the taskforcecould produce a series of new subjects.Dr Jones explained that the newly developed subjects would cover the broadareas of meeting planning, exhibition management, venue management, andconvention sales and service. One of the new subjects has already been incorporatedinto the existing BSc in Hotel and Tourism Management programme.Held over two semesters, the new subject is involving students at every step ofthe convention planning process. The focus this year will be on the InternationalConvention and Expo Summit 2009, with the students completely responsiblefor planning the event.School of Hotel and Tourism Management

Executive Programme in Hospitality Management11Hong Kong Winter SchoolWarms to Knowledge SharingVice President of Sales and Marketingat Kimpton Hotels, discussedmarketing as a core business strategyduring the second session. Using hischain as a case study, he explored themarketing disciplines at work and theimportance of emotional connectionswith guests.Mr Steve Pinetti (centre) with participantsThe seventh annual Hong Kong Winter School,organised by the SHTM and the Hong Kong HotelsAssociation, and sponsored by the Pacific Asia TravelAssociation (PATA) and Marco Polo Hotels, was held oversix days in January. Attracting participants from Hong Kong,the Chinese mainland, Taiwan and Thailand, this year’s eventwas also attended by participants from Cambodia and SriLanka, both sponsored by PATA.Featuring the results of cutting-edge research and the use ofadvanced management tools, the Hong Kong Winter Schoolprepared senior executives from the hospitality sector to makestrategic contributions to their organisations. The focus wason the core concepts of marketing and brandingmanagement, hotel sales and revenue management, andhuman resource management. Each concept was the themeof a two-day workshop split into two one-day sessionsdelivered by leading academics and senior industrypractitioners.Professor Cathy Hsu, SHTM Associate Director, kicked offthe Marketing and Branding Management Workshop witha session on winning strategies for hotel branding, leadingparticipants through interactive exercises covering brandassociation, naming and identity. Mr Steve Pinetti, SeniorThe Hotel Sales and RevenueManagement Workshop began with asession on sales operations in acompetitive environment. TheSHTM’s Dr David Jones focused onbringing out the effectiveness of eachmember in the hotel sales team,covering priorities and sales and serviceroles. Dr Ruhi Yaman, VisitingAssociate Professor at the SHTM, offered another way ofapproaching the topic, by analysing demand behaviour,demand distribution and price discrimination.A Human ResourceManagement Workshoprounded out the sixdays, with Ms DeannaMcGonigal, Director ofHuman ResourcesDevelopment at MarcoPolo Hotels, discussingthe importance ofsuccession planning andhow an effective plancould be developed.Professor Robert Bosselman speaking atthe final sessionProfessor Robert Bosselman of Iowa State University spokethe next day on managing with integrity in the workplace.His session fostered the development of personal and socialresponsibility in participants through real-life examples.Continuing this tradition of excellence in the provision ofExecutive Development Programmes, the SHTM will hostthe eighth Hong Kong Winter School in January 2010.School of Hotel and Tourism Management

12SHTM Teaching HotelConstruction is progressing on the SHTM’s Teaching Hotel in Tsim ShaTsui East, and the internal design is being fine-tuned to emphasiseenvironmental friendliness. As the podium floors start to rise, with the basementfloors now finished, the School is anticipating completion of the constructionphase late in the year.A foundation stone laying ceremony took place on 22 December last year,officiated by then PolyU President, Professor Poon Chung-kwong. Recalling hislong-term support for the Hotel, Professor Poon remarked that he had “no doubtthat this future landmark will attract world-class teaching staff as well as qualitystudents from around the globe to PolyU in the years to come”.Living FeaturesPolyU President Professor Poon Chung-kwong(seventh from right) with SHTM staff andindustry guests at the Hotel site.Work has now commenced on the ground to ninth floors; the tower sectionfrom the tenth to the twenty-fifth floors will be completed by October. TheSchool, in conjunction with PolyU, expects to hold a completion ceremony latein the year.When the construction phase is completed, attention will shift to the internal fitout, with the lobby serving as a focal point for eco-friendly design. Instead ofusing marble and stone walls alone – common elements in local hotels – thelobby will feature a living green wall, 11 metres wide and 18 metres tall. Greetingeveryone who enters through the main doors, this wall will be covered in variousspecies of plants, offering not only a beautiful complement to the reception areabut also functioning as a thermal insulator and air-freshener.Further eco-friendly features will include a solar assisted hot-water system, anenergy-saving heat pump system and a heat recovery system, amongst otherinitiatives. The aim will be to create a showpiece of environmental awareness,and a model for how the industry can colour its future green.PolyU is currently inviting industry and business partners to play a role in thatfuture and in helping to enhance the hospitality and tourism industry overallthrough Teaching Hotel sponsorships. A number of opportunities are available,including sponsorships for the naming of facilities, sponsorships for equipmentand facilities, and sponsorships for research and scholarship.For further information on sponsorship opportunities, please contact theSHTM’s Senior Project Manager (Hotel Development) Mr Ian Lee athmil@polyu.edu.hk, or by phone at 3400 2632.HORIZONS

Virtual Hotel Project13Another Dimension of LearningThe SHTM’s Virtual Hotel project adds“another dimension” to hospitality andtourism education according to Mr PaulPenfold, Manager (Educational Development),who has been instrumental in introducingstudents to the possibilities of learning online.Since 2007, Mr Penfold and his team havedeveloped three educational ‘islands’ in the virtualworld of Second Life, featuring a virtual PolyUCampus, four hotels, a conference centre, a corporateyacht, and a replica of thePolyU Teaching Hotel.Second Life is an immersiveonline world in which users,through their animated‘avatars’, can move acrossvirtual scenes, talk to eachother and interact with theirsurroundings. An immediate“The experience andlearning has been verygood and academicshave been very willingto experiment and trynew ideas.”benefit of this for tourism students is the ability to ‘visit’ famous destinationswithout having to leave the computer lab. Mr Penfold described the experienceof 90 first year students in the International Tourism Destinations Class, whowere given the task of fact finding in replicas of real world attractions. They “metseveral people, actually made friends with people” from around the world, hesaid, and “came out with lots of stories and information”.That sort of experience is priceless for new students, and the benefits extend tothose more focused on hospitality. Last year, the 75 students in the Hotel FacilitiesManagement and Design class were given the opportunity to create virtual guestrooms. Choosing their own styles, furnishings, and colour schemes, they thenpresented the designs to the rest of the class, explaining the concepts and replyingto critiques from fellow students.SHTM academics have been using Second Life in ways such as these over the lasttwo semesters, and are set to escalate those efforts in the future. Mr Penfold wasvery positive about the future benefits of virtual learning at the School. Hementioned that MICE subjects, in particular, were well suited to Second Life,because the School could hold virtual exhibitions, run meetings and holdconventions more easily than it could in the real world, with fewer boundaries oftime and travel.Despite the obvious challenge of adjusting to this innovation, Mr Penfoldremarked that “the experience and learning has been very good and academicshave been very willing to experiment and try new ideas”. Fittingly for a school atthe forefront of hospitality and tourism education, he described the efforts as“breaking new ground”.School of Hotel and Tourism Management

14Postgraduate ProgrammesLearningat aHigher LevelAs the focus of world tourism shifts to Asia and the SHTMconsolidates its role at the forefront of hospitality andtourism institutions in the region, new opportunities are emerging forpostgraduate education in Hong Kong. With cutting edge Master of Science,Master of Philosophy and Doctor of Philosophy programmes, and the world’sfirst professional Doctorate in Hotel and Tourism Management degree, the SHTMis ensuring that students recruited from around the world have the opportunityto benefit from the industry’s Asian wave.With an emphasis on developing leaders in the field by blending academicchallenges and practical contexts, the MSc in Hotel and Tourism Managementprogramme offers a coursework-oriented curriculum that is always responsive toindustry needs. When asked about recent MSc highlights, Programme Leaderand Assistant Professor Sylvester Yeung offered what would otherwise seem amodest achievement: the programme had undergone “minor curriculum revisions”to ensure that it would keep pace with the changing employment circumstancesthat students were likely to find themselves in.One of those students, Ms Kate Yang, had certainly benefited from that constantdrive for relevance. She remarked that “the curriculum is powerful and is furtherstrengthened by the School’s close ties with industry”. Ms Do-Hee Kim, who isstudying in the part-time mode, added that the programme had given her “anopportunity to develop a more advanced understanding of hotel and tourismmanagement”. Recommending the SHTM toothers seeking to further their careers in theindustry, Ms Kim explained that her studies hadinstilled in her a dual “sense of professionalresponsibility and personal fulfilment”.That atmosphere of achievement is a featureof all SHTM graduate programmes, and isenhanced by an international outlook secondto none. Commenting on the abundantresources available in her research-orientedprogramme, MPhil student Ms Sarah Wangexpressed appreciation for the funding shereceived to attend and present papers atconferences in both France and Singapore, whereshe “met with scholars and students from differentparts of the world”.HORIZONS

Postgraduate Programmes15Similar opportunities are available every day in the SHTM itself. Addressingprospective students, PhD candidate Mr Alexander Grunewald observed that“you will find internationally trained academics to interact with and excelintellectually, and a cosmopolitan culture inwhich to develop personally”. Studentrecruitment from around the world is a priority,with MPhil and PhD programme leader, SHTMAssociate Director Professor Haiyan Song,explaining the School's goal from a typically wideperspective.“The main objective for the next few years willbe to attract more international students to studyin Hong Kong”, he said. This will be in line withthe Hong Kong government’s stated aim ofcreating “an education hub in the Asia-Pacific region”, and will further enhancethe already strong international orientation of the student body in a well known“research centre of excellence”.Enhance my globalperspective of hoteland tourismmanagement with anemphasis on Asia.“”DTHM student Sharon Pang, who has been living inthe United States for the last 10 years, observed a similareffect in the groundbreaking professional doctorateprogramme, noting that it would “enhance my globalperspective of hotel and tourism management with anemphasis on Asia”. She went on to praise a “trulyinnovative programme” that was“reducing the gap betweenpractitioners and educators orresearchers”.The DHTM programme isdesigned to do just that, withProgramme Leader Professor BobMcKercher commenting that hisinterest was to recruit “qualitystudents, not quantity students”. Attracting experiencedpractitioners, government representatives and academicswanting to enhance their careers, students recruited overthe two years the programme has been offered have hailed from Ghana, Japan,Macau, mainland China, South Korea, Taiwan and the United States.With a pronounced dedication to their studies, these students have thrived in anatmosphere in which creativity is at a premium and innovation is expected.Describing his experience in the programme, Mr Jose But remarked that the“professors have a talent for presenting challenging ideas that force students into ahigh level of thinking”. As in all of the SHTM’s postgraduate programmes, theobjective is to push back the boundaries of teaching, learning and research, offeringstudents the opportunity to position themselves at the industry’s cutting edge.School of Hotel and Tourism Management

Research HorizonsHighlights of Recent Research by the SHTMVolume 3. Issue 1. February 2009Practical Tourism Demand ForecastingSystem DevelopedRecognising the fundamental importance of demand to alltourism-related business decisions, the SHTM’s ProfessorHaiyan Song, Visiting Professor Stephen Witt and Post-Doctoral Fellow Xinyan Zhang describe how they developeda web-based tourism forecasting system in a recentlypublished research paper. The value of such a system, theywrite, is in the scope it allows forecasters to generate theirown ‘what if?’ scenarios. Describing an easily accessed,modular online system that supports scenario analysis and“real-time judgemental contributions of experts in the field”,the researchers outline a two-stage methodology withpractitioners firmly in mind.Practical ForecastingAlthough a number of forecasting methods have beendeveloped in the academic literature, they are not readilyaccessible by the people who could most benefit from them.To address this problem, the researchers envisaged aforecasting system that would “facilitate the transfer ofinformation and knowledge from the experts in tourismforecasting to practitioners in the tourism industry”. This,they note, necessitates a system that “not only integratesthe advantages of modern forecasting methods and scenarioanalysis, but also allows for a prompt judgementalcontribution from a wide range of experts”.Added benefits would include the use of a familiar Webbasedenvironment at low cost, continuously updatedforecasting models and “improved collaboration amongststakeholders”.Hong Kong is an ideal setting in which to develop thatsystem because tourism is its second largest foreign incomeearner and contributes around 8 % of local GDP. Withapproximately 25 million tourist arrivals a year, demandforecasting is crucial to budgeting and planning for themany tourism-related businesses. According to theresearchers, “Hong Kong faces the critical problem ofcreating and maintaining a sustainable competitiveadvantage”. This challenge can be met through a Web-basedsystem that enhances “policy formation and decisionmaking” for government representatives, industrypractitioners, consulting firms and tourism researchers.Industry-Focused System MethodologyFocusing on “the relationship between demand for HongKong tourism and its influencing factors”, the researchersidentify the specific outputs that would be needed fromthe system on a quarterly basis. These include tourist arrivalsand expenditures by source market up to 10 years ahead,demand for hotel rooms by room type and source marketup to five years ahead, tourist expenditure onaccommodation, retail products, restaurant meals andtransport by source market up to five years ahead, and HongKong’s outbound tourism to key destinations.School of Hotel and Tourism Management1

Volume 3. Issue 1. Feb 2009Research HorizonsThe forecasting process occurs in two stages, with the firstinvolving the use of econometric models to producestatistical forecasts. The variables include tourism demandas measured by tourist arrivals from a particular origin, thecost of living for tourists in Hong Kong, the price of tourismproducts that could be substitutable for a stay in Hong Kongand the income level in the country or region of origin.The source markets, constituting 85.5% of tourist arrivalsin Hong Kong, include the Chinese mainland, Taiwan,Japan, the USA, South Korea, Singapore, Macau, Australia,the UK and the Philippines.When a forecast for one of these source markets is producedit becomes the initial input for a second stage, in which apanel of 12 tourism experts adjust it “according to theirintuition, experience and practical knowledge”. The expertsare anonymous practitioners, public servants and academicswho provide their judgements over two rounds of the samesurvey through a Web page. Feedback is provided by anadministrator after the first round, to help narrow downthe resulting judgemental forecasts.Ease of UseWhen the complete quarterly forecasts have been generated,general users and subscribers can access them from theirown computers. The researchers note that general users canonly access annual statistical forecasts of tourist arrivals, butsubscribers have access to all of the statistical andjudgemental forecasts, and can perform scenario forecastingthemselves. In the scenario analysis, the original statisticalforecasts can be used “as benchmarks against which toportray other possible scenario forecasts”, with a standardset of two optimistic scenarios and two pessimistic scenariosand the ability to accept user-defined scenarios.Future ApplicationsLooking to the future, the researchers note that “Hong Kongtends to be over-responsive to market conditions”. Withthe various tourism sectors vulnerable to economic cycles,a forecasting system easily accessible by policymakers andindustry strategists will help to minimise the impact offoreseeable fluctuations. The researchers are considering theaddition of new forecasting methods to the system to furtherstrengthen its demand forecasts and the scenario analysisprocess, and the possibility of incorporating user feedbackinto the expert judgment stage, amongst other refinements.The aim will always be to enhance the long-termdevelopment of the tourism industry in Hong Kong.Points to Note:■■■■Demand forecasting is crucial for all tourismrelated sectors.Hong Kong’s tourism industry, however, lacks ademand forecasting system.An easy to use Web-based forecasting system canenhance tourism policy and decision making.The Hong Kong Tourism Demand ForecastingSystem combines statistical forecasts, expertjudgements and user-defined scenario analysis inan industry focused Web service.Song, Haiyan, Witt, Stephen F., and Zhang, Xinyan (2007).Developing a Web-based Demand Forecasting System.Tourism Economics, Vol. 14, No. 3, 445-468.The homepage itself is set out in an easy-to-use manner,with all functions clearly labelled in the left-hand columnand the main operations, including user input and systemoutput, covering the rest of the screen. The various functionsare presented intuitively, with the arrival forecastinginterface, to give a prominent example, allowing users toselect a forecasting period from a drop-down box and thenchoose origin countries or regions by clicking on theappropriate check boxes. The output is provided in tabularformat for general users, and in graphical form forsubscribers once they log in to the system.2 School of Hotel and Tourism Management

Research Horizons Volume 3. Issue 1. Feb 2009Distance Limits Travel DemandA great majority of international travel occurs within1,000 kilometres of the source market’s border claim theSHTM’s Professor Bob McKercher, Assistant ProfessorAndrew Chan and Ms Celia Lam. Seeking to test the validityof the distance decay theory, or the expectation that“demand for any good or service should declineexponentially as distance increases”, the researchers reasonthat all destinations close to source markets “should havean inherent advantage over more distant destinations”. Thishas obvious implications for destination marketing, so theyinvestigate its plausibility when individual origindestinationrelationships are considered.Demand DecayPut simply, distance decay is a way of explaining the“gravitational pull” of nearby destinations, but it is has notreceived significant attention in recent years because moresophisticated methods of forecasting tourist flows have beendeveloped. Yet destination choice, as the researchers remindtheir readers, “is a complex and often messy process”, andthere can be variation in the rate at which distance reducesdemand. The relationship between each point of origin andpossible destinations seems to have the most influence onthe way demand changes as distance increases.The researchers outline three broad ways in which distancecauses demand to decay. The first is a relatively simplepattern in which demand peaks close to the traveller’s pointof origin and then decreases at an ever accelerating rate “asthe perceived costs of travel distance and time increase”. Asecond pattern involves travellers having only a limitednumber of destination choices along a linear route, sodemand only decreases “after a certain threshold has beenreached”. The final pattern is similar to the first, withdemand clustered close to the point of origin, but there isalso a secondary peak caused by “very attractive” destinationsat a greater distance.The Significance of DistanceInvestigating outbound travel from 41 source markets to146 destinations in 2002, the researchers drew on data setsgathered by the United Nations World TourismOrganisation (UNWTO). All source markets that generatedat least a million departures were considered, with almost544 million arrivals registered in the destination markets,or 77.3% or the total yearly arrivals for all UNWTOmember nations. Most source markets had land neighboursas their nearest destination, and of the 41 markets 17 werein Europe and 13 were in Asia. The median number oforigin-destination pairs for each source market was 45, sothese figures offered a comprehensive guide to movementsbetween countries around the world.Distances between source markets and destinations werecategorised in 1,000 kilometre increments until 10,000kilometres, then in 2,000 kilometre increments up to14,000 kilometres and finally as “greater than 14,000kilometres”. Distances on the same continent werecalculated between nearest borders, and distances betweencontinents were calculated from country or region capitalto capital. Using these measures, the researchers note that57% of all travel is between land neighbours, and a further25% occurs up to 1,000 kilometres away from the sourcemarket.Destinations between 1,000 and 2,000 kilometres awayremain “somewhat attractive” according to the researchers,with demand declining sharply thereafter. If the sourcemarket is close to an area that attracts no tourists – such asan ocean, an otherwise unpopulated area or a country withvery different politics – travellers will extend the distanceof their voyages, and this effect is even noticeable, thoughto a lesser extent, when the area is up to 3,000 kilometresaway. At distances of 4,000 kilometres or more, destinationmarkets with larger populations attract a relatively highproportion of travellers.Two exceptions to this pattern are Japan and Australia, withJapan having one demand peak for short-haul travel withinAsia and another for long-haul travel to the US, andAustralia showing distinct peaks in travel to the SouthPacific, Southeast Asia and Europe. Indeed, the patterns ofSchool of Hotel and Tourism Management3

Volume 3. Issue 1. Feb 2009Research Horizonstravel from all source markets with “island status” indicatethat relative rather than absolute proximity could be adefining feature of access to destination markets.Despite Variation, a Short-Haul FocusGiven these variations in the way distance influencesdemand, the researchers suggest that distance decay is morea “generalisable concept” than a universal law. Destinationslocated more than 14,000 kilometres away from sourcemarkets, for instance, can sometimes attract up to 20% ofthe tourist flows from those markets. Spain and the UnitedStates are particularly strong in attracting long-haultravellers, the researchers observe. Nevertheless, there is anunderlying emphasis on short-haul travel, which the tourismindustry in general, and destination markets in particular,cannot afford to ignore.This warning is particularly significant for destinations thatare seeking to attract visitors from emerging source marketssuch as China, India and Russia. Regardless of how largethese markets are, nearby destinations will attract a majorityof their demand and those further away will compete formuch smaller shares. Ultimately, write the researchers, “mostdestinations will receive greater returns on their marketingefforts and generate larger visitor numbers by focusing onnearby source markets and especially on immediate landneighbours”.Points to Note:■■■■Most international travel covers 1000 kilometresfrom the source market’s border or less.Demand for travel to a destination generallydeclines as the distance to it increases.That decline, however, can vary, especially forsource markets near areas with no tourism activity.Promotional efforts should nevertheless focus onneighbouring source markets.McKercher, Bob, Chan, Andrew and Lam, Celia (2008).The Impact of Distance on International TouristMovements. Journal of Travel Research, Vol. 47, No. 2,pp. 208-224.4 School of Hotel and Tourism Management

Research Horizons Volume 3. Issue 1. Feb 2009Tour Leader Quality Crucial forTravel Agency ReputationTour leader quality, including attitude and professionalability, has a direct bearing on travel agent reputation,according to research findings recently published by theSHTM’s Associate Professor Vincent Heung. With aconcern for enhancing the industry’s understanding of “tourquality in the Chinese context”, Dr Heung surveyed touristswho participated in package tours organised by a large HongKong travel agency. He found that tour leaders’ professionalattitude and knowledge, ability to communicate effectivelyand personal integrity all contributed to enhancing travelagent reputation and thus word-of-mouth publicity.The Importance of Tour LeadersThe quality of interactions with service personnel isparamount in creating satisfied customers who are likely tooffer repeat business. Yet, according to Dr Heung, thedynamics of this situation need further attention in thehospitality and tourism industry, “which is characterisedby intangibility, inseparability of production andconsumption, heterogeneity and perishability. This isparticularly true of package tours, on which touristsconsume a range of services, some not always evident, evenas they are produced.Tour leaders play a crucial role in defining how tourparticipants appreciate the overall service encounter, writesDr Heung, because they “ensure ‘what’ core service isdelivered and ‘how’ this core service is consumed”. At anygiven stage of a tour, the leader is an “information giver,instructor, motivator, ambassador, entertainer and leader”.Tour participants rely heavily on the leader for “almosteverything”, and the resulting trust is a crucial determinantof how participants perceive the whole tour.Measuring Tour Leader QualityDr Heung offers three major constructs for measuring tourleader quality: core service delivery, customer orientationand communication effectiveness. Core service deliveryfocuses on the “essence of the service” and entails deliverywith consistency, regardless of what part of the service isdelivered. In this sense, a tour leader must ensure that allaspects of the tour are delivered well – a friendly leader willnot enhance a travel agency’s reputation, for instance, if heor she fails to follow the tour itinerary.Customer orientation entails “marketing at the personallevel” between the tour leader and each participant, animportant way in which long-term relationships areestablished. Tour leaders need to focus on what is valuableto each participant by solving problems, ensuring participantsatisfaction at each stage of the journey and avoiding the‘hard-sell’ approach to shopping opportunities. Of necessity,this means that tour leaders should communicate effectivelywith participants, outlining each day’s itinerary, highlightingattractions during the day and handling participants’enquiries and complaints as they occur.Once these considerations have been addressed, notes DrHeung, there are two major consequences of tour leaderservice quality. Most obviously, the travel agency’sreputation will be enhanced. The importance of a goodreputation for repeat business is self-evident to serviceorganisations, but less apparent is the extent to which itinfluences potential customers by simplifying the decisionprocess. Reputation is “an issue of attitudes and beliefs”,which can easily be taken on by new customers. Crucial tothis process is effective word-of-mouth promotion, or theextent to which tour participants are willing to inform theirfriends, relatives and colleagues about their favourableexperiences.Research SettingDr Heung applied his perception of how tour leader qualityis determined to a survey conducted through a large HongKong travel agency that offers package tours to the Chinesemainland. Forty-four tours and 20 tour leaders were covered,with tour participants completing questionnaires at the endof each journey. With 431 valid responses, Dr Heung gainedSchool of Hotel and Tourism Management5

Volume 3. Issue 1. Feb 2009Research Horizonsa comprehensive view of a single destination market. Justover half of the respondents were female, almost half wereaged between 41 and 60, and just under half had receivedpost-secondary education. A third of the respondents werewhite collar workers, and just under half earned betweenHK$10,000 and HK$30,000 a month.The three most important attributes that these respondentssaw in their tour leaders were punctuality, the ability togive clear information on security and safety, and dailybriefings of the tour itinerary. In broader terms, presentationand communication skills were most highly appreciated,followed by professional attitude and ability, andprofessional knowledge. When linked to travel agencyreputation, professional attitude and ability was the mostimportant factor, as it was for word-of-mouth publicity. Inother words, tour leader service quality does influence bothan agency’s reputation and the word-of-mouth publicity itwill receive.Implications for Travel AgenciesDr Heung comments that even though these results arepromising, the honesty and trustworthiness of tour leaderswere not considered to be satisfactory by the tourparticipants. He suggests that agencies factor these elementsinto their recruitment processes and ensure that they alwaysdeliver on their promises through their tour leaders duringthe journey. Another consideration should be to focus onthe professional attitude and ability of tour leaders, giventhe importance of this factor to participants. Overall, claimsDr Heung, “the travel agency should pay special attentionto the quality of the tour leaders’ services to ensure the longtermgrowth and prosperity of the firm”.Points to Note:■■■■Tour leader quality directly affects travel agencyreputation and the word-of-mouth publicityreceived.Tour participants rely heavily on tour leaders todeliver an adequate tour experience.Tour leaders’ presentation and communicationskills, professional attitude and ability, andprofessional knowledge are most appreciated bytour participants.Travel agencies should ensure that tour leadersare trustworthy and honest.Heung, Vincent C. S. (2008). Effects of Tour Leader’sService Quality on Agency’s Reputation and Customers’Word-of-Mouth. Journal of Vacation Marketing, Vol. 14,No. 4, 305-315.6 School of Hotel and Tourism Management

Research Horizons Volume 3. Issue 1. Feb 2009Creativity Key to Hotel Employee MotivationOpportunities to develop creativity are crucial to hotelemployee motivation, claims the SHTM’s AssistantProfessor Simon Wong in a recently published co-authoredpaper. Responding to a lack of research into the effects ofemployee creativity on the hospitality industry, theresearchers point out that creativity can improve customerservice. Although hotels have traditionally been seen asinvolving “operational routine work”, creative employeescan be important manifestations of the shift from fulfillingbasic guest needs to a focus on “the wider customerexperience”. Yet the extent to which this could besignificant in a Chinese cultural setting has not beensufficiently explored.Creativity and Staff MotivationRather than focusing on how creativity and motivation areformed and operate, which has already received muchattention, the researchers shift the focus to the “relationshipbetween creativity and motivation”. This, they write, allowsthe identification of a “creativity intersection” in which staffmembers should operate more effectively than before, andthus contribute to business growth at the hotels in whichthey are employed. “Highly creative people”, note theresearchers, “possess an intense commitment to their work”.Motivation propels creativity in two forms, either as intrinsicmotivation that fulfils a personal sense of satisfaction orextrinsic motivation, which is oriented toward external goalsor incentives. The usual assumption is that intrinsic rewards,such as achieving personal potential, are most conducive ofcreativity, whereas extrinsic rewards such as pay levels andthe possibility of career advancement might not be aseffective. Yet this is not necessarily true of all people fromall backgrounds, cultures and environments, so theresearchers focus on what motivates creativity in three levelsof Chinese hotel staff members: managers, supervisors andoperational staff.The SettingUsing a pre-existing creativity index, the researchersconducted three pilot tests on hotel employees in HongKong who were studying part-time at a local tertiaryinstitution. In the first test they found that Chineseemployees were as willing to take risks and be creative astheir Western counterparts. Two subsequent tests allowedthem to devise a questionnaire aimed at procuring thebroadest possible response from local hotels. Mirroring theindustry’s makeup, around 15% of their questionnaires wentto medium quality hotels, approximately 39% went to highquality hotels and just less than 46% went to luxury hotels.To ensure an industry-relevant distribution of occupationswithin the hotels, managers received 15% of thequestionnaires, supervisors received 25% and general staffreceived 60%.A total of 938 valid responses were received, with themajority coming from male respondents. Most respondentswere educated to the secondary level or above, with generalstaff and those from luxury hotels more often replying, inline with the distribution of the questionnaires. In anindication that the responses were particularly relevant toaverage hotel employees, only 4.8% of the respondents hadless than a year of industry experience, and 44.2% had morethan 10 years of experience.Creativity and Job Motivation in Hong KongDiscussing their findings, the researchers note that hotelemployees in Hong Kong have an overall “creative attitude”,indicated by a relatively high willingness to take risks. Yetcontrary to the usual assumption, this creativity was notmotivated by intrinsic factors alone. The respondents weremotivated by both intrinsic and extrinsic factors, withextrinsically determined “good wages” highly valued by allemployees. Nevertheless, there was also an indication thatif employees were exposed to more intrinsic motivators,they would take more risks “and thus be more creative intheir workplace”.Although these motivators might already be available insome hotels, not all employees will have encountered them.They could include, amongst other possibilities, enhancedopportunities for advancement and personal development,School of Hotel and Tourism Management7

Volume 3. Issue 1. Feb 2009Research Horizonsoffering interesting work, showing that the hotel is loyal toall employees, offering praise for work done and helpingstaff members with personal problems. It is particularlynoteworthy that managerial staff members most oftenencounter these motivators, and were found to be the mostcreative of the respondents. This, note the researchers, isreinforced by “their greater power and authority to exercisetheir creative potential”.Toward a More Creative WorkplaceCombining intrinsic and extrinsic motivators to ensure thathotels can gain the most benefit from staff creativity, theresearchers suggest the development of a “macro-culture”in which education, encouragement, policies and specifictraining programmes spread creativity from managementthrough to supervisors and on to general staff members.This would involve a specific commitment from seniormanagement to change the workplace, allow more trial anderror, and enhance communication to allow the exchangeof ideas. Also necessary would be a noticeable effort topromote “the advantages of being creative”.Points to Note:■■■■Creativity is a crucial determinant of intrinsic, orpersonally developed, staff motivation.Creative staff members contribute more to thebusiness growth of hotels than do non-creativestaff members.Hong Kong hotel staff members, especially inmanagement, are creative.Hotels should devise measures to encourage morecreativity in supervisors and general staff.Wong, Simon C. K. and Ladkin, Adele (2008). Exploringthe Relationship between Employee Creativity and Job-Related Motivators in the Hong Kong Hotel Industry.International Journal of Hospitality Management, Vol. 27,426-437.As a final suggestion, the researchers note that researchinto creativity in the hotel industry has yet to encompassother important areas, such as “the relationship betweencreativity and leadership styles, creativity and differentlearning styles, and creativity and organisational climate”.Any future efforts in these areas should be of great benefitto hotel management.8 School of Hotel and Tourism Management

Research Horizons Volume 3. Issue 1. Feb 2009Outbound Tourism Shaped by Marketand State in ChinaAn interaction between the market economy and statecontrol determines the socio-economic framework ofoutbound tourism in China, argues the SHTM’sProgramme Director (Industry Partnerships) Mr Tony Tsein a recently co-authored paper. Although market forcesare at play in determining the development of tourist flowsout of China, the state intervenes to “correct” the situationwhenever it feels necessary. Given that the number ofmainland Chinese tourists travelling internationally isincreasing by more than 20% per year, this trade-off shouldhave significant implications for planning and promotionin destination markets.The Outbound Tourism MarketSeeking to capture the unique make-up of the Chineseoutbound tourism market, the researchers avoid the usualfocus on the individual tourist. This, they argue, may notbe appropriate given that the individual is a Westernphilosophical construct which might not apply to China.It also ignores the significance of tourism policy within asocialist state that “plays an active role in controlling andmanaging public activities”. Instead, the focus should beon the “macro-environment” of outbound tourism, whichwill allow potential destination markets to understand thechanging circumstances in China.This macro-environment is shaped by “competitive,demographic, economic, technological, cultural andpolitical” forces. To consider first those forces that are notdirectly political, competition is a significant factor inChinese outbound tourism. The researchers note that 132countries and regions have signed agreements with Chinato become “approved destinations” for group tours, andthat 23 destinations, not all of which are “approved”, haveoffices undertaking promotion within the country. Thesedestinations rely on the services of around 700 travel agentsthat provide outbound services.In terms of demographics, China's 22% of the worldpopulation includes a large 30-44 year old age group, whichhas a high potential for travel. Combined with the onechildpolicy, this means that small family travel is appealing.The researchers also note that per capita income is increasingrapidly, along with spending power in a country with “arelatively low cost of living”. This is occurring mainly inthe more highly developed regions, but nevertheless hasthe power to help address trade imbalances with destinationmarkets, given that around 478 million people live in theseareas alone.The two other significant non-political forces at work,explain the researchers, are technological advances andcultural traits. The Internet is ideal for travel promotionand travel service transactions such as hotel and flightbookings. There are already 10 major portals in China thatcater for outbound tourism, and 18 major destinations offerwebsites in simplified Chinese characters. In terms ofculture, the Chinese adage that “one learns more bytravelling ten thousand miles than reading ten thousandbooks” indicates the vast potential for outbound tourism,as does the appreciation of “romantic landscapes” that haslong been fostered by Chinese literature.Political ConsiderationsInjected into this mix of forces is the decisive factor ofpolitical considerations. The researchers note that leisure isa creation of capitalism, with its regimented work days andstrict division between productive and non-productiveactivities. As a consumption-based leisure activity focusedon individual fulfilment, travel is in contrast with thesocialist concern for egalitarianism and the good of thegroup. The Chinese state is also wary of the extent to whichtourism “relies on the free market to determine the priceand who gets what”. In this sense, market controls are notonly necessary but inevitable.Official approval for destinations is a feature of thesecontrols, note the researchers, ensuring that destinationshave good diplomatic relations with China, offer visa-freeentry for Chinese nationals, provide adequate infrastructureSchool of Hotel and Tourism Management9

Volume 3. Issue 1. Feb 2009Research Horizonsand support for Chinese tourists, and have acceptable travelagents. Internally, Chinese travel agents can only offeroutbound services after operating for a year, must havealready achieved outstanding results in domestic travel andmust not have broken the law. The state also determinesthe number of people who can use these services, based ona link with the level of inbound tourists.The China National Tourism Administration, charged withthese considerations, has become more positive about thebenefits of outbound tourism recently, turning its attentionfrom restriction to scrutinising industry practices. The stateis also encouraging outbound travel etiquette for tourists,and is using tourism as a form of “diplomatic power”. Forinstance, following the devastation of the Indian Oceantsunami in December 2004, China deliberately maintainedthe levels of outbound tourists going to Southeast and SouthAsia to sustain the local tourism industries. Air Chinaquickly partnered with a number of travel agencies andlaunched flights from Beijing to Phuket, write theresearchers, “to ensure recovery from the crisis”.Points to Note:■■■■The market economy and state control combineto determine the macro-environment of outboundtourism in China.That macro-environment is shaped bycompetitive, demographic, economic,technological, cultural and political forces.Once socio-economic factors are accounted for,political considerations ultimately determine thelevel of tourist flows out of China.Destinations should thus take an holisticapproach to understanding how the outboundmarket is constituted and operates.Tse, Tony S. M. and Hobson, J. S. Perry (2008). The ForcesShaping China’s Outbound Tourism. Journal of ChinaTourism Research, Vol. 4, 136-155.Impact on Destination MarketsGiven the benefits of these diplomatic efforts, the growthin demand for outbound travel in China and the potentialfor further growth in the future, destination markets shouldgive careful consideration to the ways in which politicaldecisions overlie the more obvious market dynamics in thecountry's tourism industry. In approaching China as apotential source market, the researchers conclude,“destinations need to take a more holistic approach tounderstanding the underlying drivers of outbound tourism”.10 School of Hotel and Tourism Management

Research Horizons Volume 3. Issue 1. Feb 2009Souvenir Shopping Essential toTourist ExperienceDomestic Chinese tourists place great emphasis onpurchasing souvenirs, write the SHTM’s Assistant ProfessorMimi Li and a co-author, and they are particularly criticalof substandard workmanship. In a recently publishedexploratory study the researchers show that the shoppingattitudes and behaviour of tourists at two domesticattractions indicate an overall dissatisfaction with souvenirworkmanship, price and uniqueness, which has implicationsfor product development and marketing. The aim, theysuggest, should be to improve souvenir offerings to enhancethe overall tourist experience.The Significance of SouvenirsSouvenir shopping is a major activity for tourists, becauseit offers a way of obtaining something tangible about anexperience or place that would otherwise leave onlyimpressions. Souvenirs, claim the researchers, allow touriststo “examine, feel and think about the joys derived fromtheir travels”. This is particularly true of outbound Chinesetourists, who consider shopping for souvenirs to be a crucialpart of their experience. However, the researchers note thatimportance of souvenir shopping has yet to be explored onthe domestic front in China.Given that attractions “provide people with a uniqueenvironment in which shopping activities are simulated andencouraged”, the researchers set out to examine theeffectiveness of such efforts when expenditure on souvenirsis relatively low in international terms. They note thatChinese tourists spend only half the international norm onshopping during their travels, at just 30% of their totalexpenditure. This suggests that the supply of souvenirs inChina could outstrip demand, which is obviously a worryingscenario.A Beijing SettingChoosing two of the most popular domestic attractions forChinese tourists, the researchers focused their investigationon the Forbidden City and the Summer Palace in Beijing.These, they write, are “must see” attractions for domestictourists, 200 of whom were asked to complete aquestionnaire. Part one of the questionnaire asked aboutthe tourists’ overall satisfaction with their visits, and parttwo asked them to rate the importance of souvenirattributes. Part three asked them to rate their satisfactionwith souvenir purchases according to 10 of the attributes.The final part of the questionnaire collected sociodemographicand travel behaviour information.The overall objectives were to determine the criteria bywhich souvenirs were selected at the two attractions, theunderlying factors that affected attitudes towards souvenirshopping, the relations between the socio-demographiccharacteristics of shoppers and attitudes toward andexpenditure on souvenirs, and to assess the perceived qualityof the souvenirs on offer.A total of 135 valid responses were gathered from the twoattractions, with the typical respondent aged between 16and 44, a student or professional and with a monthly incomeof below US$241. The researchers note that mostrespondents travelled in groups and usually travelled onceor not at all in a year. The largest single group of respondentscomprised Beijing locals, and only just over a quarter of allrespondents actually purchased souvenirs.Considerations in Purchasing SouvenirsDiscussing their findings, the researchers argue that Chinesedomestic tourists are most concerned about the “intangiblefeatures and connotations of souvenirs”. The main reasonsthe respondents gave for considering a particular souvenirwere its cultural expression, appropriateness as a gift, overallquality, appropriateness as a representation of the attractionand its workmanship. In terms of underlying factors,perceptions of collectability, display characteristics, theattributes of the store from which the souvenir was bought,value and functionality most influenced the respondents’attitudes towards souvenir shopping.School of Hotel and Tourism Management11

Volume 3. Issue 1. Feb 2009Research HorizonsIn more specific terms, the respondents were generallysatisfied with the cultural expression of the souvenirs, theirappropriateness as gifts, their overall quality and the extentto which they represented the attraction. Yet there weresufficient negative reactions to the cultural expression ofthe souvenirs on offer to suggest that the attractions shouldexert more effort to give each souvenir “greater culturalconnotation”.The memories of their trip that souvenirs evoked in thetourists were rated as good, with the researchers suggestingthat this high standard be maintained. The souvenirs’uniqueness and price, together with in-store service andshopping atmosphere were not satisfactory, but theirimportance was considered low, so “effort should not beoverly concentrated on them”.Concerns to be AddressedThe workmanship of the souvenirs, in contrast, wasconsidered to be important but the respondents weregenerally unhappy with it. The researchers observe that “onlya very few higher-priced souvenir products had relativelyhigher levels of workmanship quality, which means thatthis area is of great concern”. This, they note, “sends animportant message to the industry that resources should bedirected to improving the workmanship of souvenirs”.Points to Note:■■■■Domestic Chinese tourists place great emphasison purchasing souvenirs.Attitudes toward souvenir shopping are shapedby the collectability, display characteristics, valueand functionality of the souvenirs, plus theattributes of the store.Souvenirs are selected based on their culturalexpression, appropriateness as gifts andrepresentations of the attraction, overall qualityand workmanship.Yet not all of these aspects are consideredsatisfactory, and souvenir workmanship inparticular must be improved.Li, Mimi and Cai, Liping (2008). Souvenir ShoppingAttitudes and Behavior among Chinese DomesticTourists: An Exploratory Study. Journal of China TourismResearch, Vol. 4, No. 2, 189-204.In concluding their discussion, the researchers argue thateven though the study is exploratory, the various concerns,both major and minor, raised by the respondents shouldbe of immediate interest to the two attractions. They alsosuggest a wider applicability to attractions both within andoutside of China that are catering to Chinese visitors, butsuggest further study is needed to offer a more in-depthunderstanding of the shopping attitudes and behaviour ofChinese tourists.12 School of Hotel and Tourism Management

Mainland ProgrammesWhen Opportunity KnocksMaking the most of a career in the burgeoninghospitality and tourism industry in the Chinesemainland usually requires a good deal of hard work, awillingness to enhance personal skills and knowledge,and the ability to grasp an opportunity when it comesalong. For Mr Danny Geng, Assistant General Managerof Chun’an 1000-Island Lake Tourism DevelopmentCompany, those requirements have all been fulfilled byjoining the 2008/09 cohort of the SHTM’s Master of Sciencein Hotel and Tourism Management programme in Hangzhou.The Hangzhou programme, jointly offered with Zhejiang University, enrolled61 students to start their studies in the current academic year. Since 19 Septemberlast year the students have been focused on research methods, human resourcemanagement, financial management and the first of their elective subjects. LikeMr Geng, most of the other students are from the hotel and tourism industry,occupying such senior posts as General Manager or Assistant General Manager,with 8 university lecturers also included in the cohort.Aside from the coursework and opportunitiesto interact with rising industry talent, Mr Gengis particularly thankful for the opportunity theSHTM gave him to attend the Fifth ChinaTourism Forum in Huangshan duringDecember last year. Describing the experienceas “a valuable opportunity”, the event allowedhim to “hear voices from different people”.Mr Geng has a good deal of experience indeveloping ecotourism attractions, and theForum’s focus on the sustainable developmentof nature-based tourism well suited hisprofessional outlook. He participated in a paneldiscussion entitled Tourism Industry Careers inProfessor Haiyan Song, Dr Honggen Xiao and Dr Alan Wong(second row, middle) in Hangzhou to welcome students of theMaster of Science programmeChina: Let’s Hear from Employees, and expressed his appreciation of how veryimportant employee training and development are to the tourism industry.In his role as a representative of the 2008/09 Hangzhou cohort, Mr Geng notonly indicates that very high quality standards are being maintained for the studentintake, but also that the future of the tourism industry in China is very bright.As Mr Geng and his fellow students move through their studies, they aredeveloping themselves for the benefit of all.

18Mainland Programmes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

SHTM News19In BriefPrestigious Award for Online ForecastingSystemThe SHTM is veryproud to announcethat the web-basedTourism DemandForecasting Systemdeveloped byProfessor HaiyanSong, Professor KayeChon, Professor Stephen Witt, Dr Kevin Wong, Dr GangLi and Dr Alina Zhang received the Silver Award at the6th China International Exhibition of Inventions heldon 16-19 October 2008 in Suzhou, China. More than3000 inventions from over 40 countries and regions wereon show at the exhibition.University Awards to SHTMStaff MembersTwo SHTM staff members receivedSchool-level University Awards as partof a group ceremony held on 25November 2008. Dr Andrew Chanreceived a University Awardfor Excellence in Service, andDr Rob Law received aUniversity Award forExcellence in Research. Ourcongratulations go to bothawardees.SHTM Hosts UNWTO TedQual TrainingMr Vincente Moles, Chief Executive Officer of theUnited Nations World Tourism Organisation (UNWTO)Mr Vincente Moles (fourth from left) with SHTM staffThemis Foundation, and his team conducted a two-dayTedQual Training Course for auditors in Asia at PolyUon 29-30 September. The course was attended by leadingacademics from both Hong Kong and Macau, with theSHTM chosen as host for its long association with theUNWTO.Conference on Tourism StatisticsAddressedSHTM Associate Director, Professor Haiyan Song, wasinvited to deliver a speech on tourism statistics at theUNWTO Workshop on Developing Tourism Statisticsand the Tourism Satellite Account Project held in Cebu,the Philippines, on 21-22 October last year. ProfessorSong spoke about the use of statistics in tourism demandanalysis, with an emphasis on the requirements forgenerating accurate tourism forecasts.Chengdu Conference Responds to CrisisSHTM Director, ProfessorKaye Chon, was invited tospeak at an InternationalConference on Revitalisationof Tourism and ConfrontingCrisis in Chengdu, China on16-18 November 2008. Coorganisedby the UNWTOand the China NationalTourism Administration withsupport from the Pacific Asia Travel Association, theconference brought together experts from Europe, Asia,North America and Australia to discuss managing postcrisistourism. Professor Chon spoke about post-crisiscommunication and the management of the tourismindustry in Guatemala, Hong Kong and Thailand.Emphasis on Competitive Edge atConventionProfessor Chon was an invited speaker at the annualconvention of managers for Regal Hotels Internationalon 21-22 November last year. He addressed about 170senior managers on the topic of “Developing aCompetitive Edge through Quality Service Leadership”,emphasising the need to enhance their competitive edgethrough leadership development and quality of services inan increasingly competitive market.School of Hotel and Tourism Management

20SHTM NewsHotel Investment SummitProfessor Song gave the introductory speech at theNational Hotel Investment Summit, organised by theAsia Hotel Forum and supported by the SHTM, inShanghai on 21-22 November 2008. His address focusedon the impact of the global financial crisis on hotelinvestment in China.achievement on 19 November. Mr Lee is the latest COEXexecutive to study at the SHTM, with a view to gaining amore international perspective on the MICE industry. Hevery much appreciated the help he enjoyed from hisclassmates, professors and other SHTM staff members,and looks forward to returning to Hong Kong as soon ashe can.Intensive Learning at CHE WorkshopTwo Certified Hospitality Educator (CHE) Workshopsleading to professional recognition were held on 5-9January and 11-15 January this year, hosted by theSHTM at the PolyU campus. Presented by Dr Fred Mayoof New York University, each workshop spanned fourdays, with the examination on the fifth.Tourism Trends under the Spotlight inGuilinThe SHTM and the UNWTO, in collaboration with theBoao Forum for Asia and the Pacific Asia TravelAssociation, hosted the 2nd UNWTO Conference onTourism Trends and Outlook in Guilin on 17-19December 2008. Co-organised by the Guilin MunicipalPeople’s Government and the Guangxi Provincial TourismBureau, the conference featured speakers from 15countries and attracted more than 200 international anddomestic delegates. SHTM Director, Professor Chonspoke about SHTM research on mega trends as part of apanel discussion on new tourism trends in the Asia-Pacificregion. Also attending from the SHTM were ProfessorHaiyan Song, Dr Honggen Xiao and Mr Paul Penfold.COEX Executive Completes StudyProgrammeLee Kyesung from the COEXConvention and ExhibitionCentre in South Korea completedhis executive training programmeat the SHTM late last year.SHTM Director, Professor Chonpresented him with a certificate ofHard Work Pays OffGloria Chan, an SHTM Higher Diploma in Hotel,Catering and Tourism Management graduate who iscurrently studying for her BSc in Hospitality and TourismManagement with the School, has received an HKSARGovernment Scholarship 2008/09. These scholarships area recent initiative designed to recognise the achievementsof outstanding students. The School extends itscongratulations to Ms Chan for her dedication toexcellence.Professor Kaye Chon presenting the certificateof achievement to Mr Lee KyesungHORIZONS

Staff UpdateProfessor Bihu(Tiger) Wu,Visiting Professoruntil 10 August.Professor Wu willcomplete research papers incollaboration with SHTM faculty.He is currently Director of theCentre for Recreation and TourismResearch and Secretary General ofthe International Tourism StudiesAssociation at Peking University.Dr Mike Peters,Visiting AssociateProfessor until July2009. Dr Peters joinsthe SHTM from theDepartment of StrategicManagement, Marketing andTourism, School of Management, atthe University of Innsbruck, Austria.During his visit he will teach andinitiate research projects in tourismand hospitality entrepreneurship andentrepreneurial behaviour.Ms Clare Fung,Tutor. Ms Fung is agraduate of the MScin Hotel and TourismManagementprogramme at the SHTM.Ms Edelweiss Yeung,Executive Officer(Student Placement).Ms Yeung gained herBA(Hons) and MScfrom the SHTM. She is nowresponsible for Work-IntegratedEducation.Ms Phoebe Wong,Executive Assistant forthe SHTM CateringSupport Office. Ms Wong will bemainly responsible for purchasingfood, beverages and otherconsumables for the MillenniumTraining Restaurant.Ms Ada Au,Clerk. Ms Au willprovide administrativesupport to theundergraduate andresearch programmes.Ms Leslie Fung,Executive Officer. MsFung has received apromotion and willbe mainly responsiblefor organizingconferences and events for theSchool.School of Hotel and Tourism Management

22 Industry Placement ProgrammeAfundamental requirement of effective teaching is the ability to learn continually. One ofthe ways in which the SHTM encourages this is the Industry Placement Programme, whereinstaff members spend two weeks working at a host organisation, reviewing its procedures andidentifying ways in which the experience can be converted into enhanced learning outcomes atthe School.In the second half of last year four SHTM staff membersundertook industry placements in Hong Kong, the Chinesemainland and the United Arab Emirates, reporting back withenthusiasm and praise for the organisations involved. AssistantProfessor Karin Weber, whose placement took her to Dubaiin October, spent her time working with the Director ofResearch and Innovation of the Jumeirah Group, a luxury hotelchain, which offered “a fantastic opportunity to gain insightsPlacementsEnsureContinuedExcellenceexperience as “excellent”. He developed new friendships andidentified possibilities for future research, teaching cases andcollaboration.In Hong Kong, lecturer Murray McKenzie spent two weeks inAugust at the Marco Polo Hongkong and the Marco PoloPrince in Tsim Sha Tsui. His experience in both front and backof house food service operations allowed him to feed his viewsback to the management and head chefs of both hotels,undertake a pilot study for his own research on food wastageand develop new ideas for menus and teaching foodpresentation at the SHTM’s Millennium Training Restaurant.Dr Karin Weber (right)into an interesting and dynamic company that can beincorporated into both my research and teaching”.Mr Paul Penfold, Manager (Educational Development), spenthis time at the OCT Seaview O’City Hotel and OCTInterlaken Hotel in Shezhen last July. Setting out to enhancehis understanding ofhuman resource challengesin China’s hotels andstrengthen the SHTM’srelationship with thehospitality industry, MrPenfold described hisMr Paul Penfold (centre)Mr Murray McKenzie (third from left)Another lecturer, Mr Guenther Karch, used his placement at the Hong Kong Jockey Club toidentify any mismatches between what he teaches and “what is actually happening in theindustry.” Working at four Jockey Club properties, Mr Karch assessed the operations using thebalanced scorecard approach and considered the implications for food service teaching and deliveryat the SHTM’s Teaching Hotel, which is now under construction in Tsim Sha Tsui East.The School thanks all four organisations involved, and praises these staff members for theircommitment to continuing excellence in hospitality and tourism education.HORIZONS

I-do Workshop 200823Driven by a spirit of positivity and internationalcooperation, four SHTM students joined the six-weekInternational Design Opportunity Workshop hosted byPolyU’s School of Design and the Faculty of IndustrialDesign Engineering at the Delft University of Technologyduring June and July last year. Spending three weeks in HongKong and three in the Netherlands, the students were partof culturally mixed, multidisciplinary teams that addressedthe theme of hospitality.The Workshop included students and staff from PolyU, theHong Kong Design Institute, TU Delft, Design AcademyEindhoven and the Maastricht Hotel Management Schoolof Zuyd University, all focused on how accommodation andrelated services could be designed to reflect the changingdemographics of hotel stays. Students were set the task ofconducting user research and then developing designstrategies and ideas.Ms Kiwi Hung, a BSc(Hons) in Hotel Management student,worked in the team ‘Mixed’ on reducing the distance betweenhotel guests and the organisation by removing check-informality, offering customisable rooms and including acommon room for enhanced interaction. Ms Michelle Lee,an MSc in Hotel and Tourism Management student, helpedto plan the provision of ‘surprise hospitality’ with the team‘Spongy’, which developed the design for a restaurant thatshowcases Dutch culture and features cooking facilities usedby the diners themselves.The ‘Zie’ team, including the SHTM’s Annie Tin, a BA(Hons) in Hotel, Catering and Tourism Managementstudent, worked on how to stimulate the sense of touchwithin hotel accommodation, deciding on the uniqueconcept of a ‘paper hotel’. Another student from the sameprogramme, Clara Lam, joined the ‘Hostyle’ team in takingon the challenge of provoking unexpected experiences oflocal culture with an interactive travel guide.Having presented opening lectures in Hong Kong onresearch methods and the hospitality and tourism industry,SHTM Assistant Professor Catherine Cheung remarked thatthe teams undertook “a lot of sharing and discussion”.Whether in Hong Kong, on the research trip to Shenzhenor in the Netherlands, the development of common ideasfrom different perspectives was at a premium.Along with their colleagues and design academics from bothcountries, the SHTM students embraced the sort ofcreativity, ingenuity, critical thinking and interculturalconfidence that will serve them well in the dynamichospitality marketplace on completion of their studies.School of Hotel and Tourism Management

24Student InternshipsExploring a New WorldSHTM internships offer challenges that always make time spent in the industryworthwhile. Recent placements have taken our students around the globe tooffer them a world of experience.Ms Kathy YangMs Ada Ng (right)Ms Jenny TsoiMr Haydn LeeMs Gloria Chan (right)A common theme in student reflections on internships is a combination ofenjoyment and stimulation, a perfect blend for effective learning. Ms Kathy Yang,who recently spent time at the InterContinental Buckhead Atlanta in the southernUnited States, praised her colleagues and their hospitality, noting that “workingas a front desk agent is fun and challenging”.Ada Ng spent her time closer to home, in a placement with the company thatorganised the equestrian events in Shatin for the 2008 Olympic Games. Shecommented that “although the workload was extremely heavy during Gamestime” she gained valuable experience in planning and organising the cateringservice, handling customer complaints and improving her time management.Jenny Tsoi, whose internship took her to Disneyland at Anaheim in the UnitedStates, described “an unforgettable and invaluable experience”. She not only hadthe chance to observe how a leading tourist attraction works, but also howAmerican culture determines attitudes towards work and interpersonalrelationships.Working as a management trainee on the front desk of the Hilton Sanya Resortand Spa in Hainan, China, Haydn Lee had the opportunity to showcase his costcuttingskills and develop new management techniques. He very much appreciatedthe challenge and enjoyed showing his colleagues what he had already learned atthe SHTM.Similar sentiments were expressed by Gloria Chan, who was placed with theNovotel Madrid Puente de la Paz in Spain. Ms Chan pointed to how her internship“solidified the subject knowledge and the skills learned in classes” in an “invaluableexperience”.Gabrielle Luk, who spent time at the InterContinental Miami in the UnitedStates, praised the friendliness of her colleagues. Their disposition, she said, easedthe transition as she regularly moved between departments during her placement.Ms Gabrielle LukBut the final word should go to Ms Yang, reflecting on her experience while still inAtlanta: “I’m definitely exploring a whole new world, and I’m enjoying it!”HORIZONS

Student Study Trip25Korean ExperienceStudy trips are an integral part of learning at the SHTM, exposing students tonew environments and cutting-edge industry practices. From 17 to 20 Octoberlast year, students from the Convention Venue Management, ExhibitionManagement, and Special Event Project classes visited South Korea, led by DrJinsoo Lee and Ms Chloe Lau. Final-year student Fiona Leung describes herexperience . . .Although everyone was excited before the field trip began and looked forward tospending four days with friends, we all knew that our time in South Korea wouldhave a serious side. The core activity of the trip was to recognise the rapiddevelopment of the convention and exhibition sector in South Korea by visitingthe Korean International Exhibition Centre (KINTEX) in Goyang and theConvention and Exhibition Centre (COEX) in Seoul. This would allow us toidentify the role of such centres in the development of the Korean MICE industry,and how that industry differed from our own in Hong Kong.The visit to KINTEX took place over a day and began with a presentation thatfocused on the organisation’s expansion project. The site tour also provided uswith an overall perspective of the venue set up and the before-and-after look ofmeeting rooms. Our day-long visit to COEX included another site tour andattendance at an exhibition being hosted at the time – RobotWorld 2008. Withits outdoor flower garden, COEX was the backdrop to many of our photos.Our closely-packed itinerary also featured various leisure activities, the highlightof which was a visit to Everland, a Korean version of Disneyland or OceanPark. With a splendid design incorporating a Halloween theme and thrillingrides, the park was thoroughly enjoyable. Other activities included visits toGyeongbokgung Palace, the Korean National Palace Museum and variousdistricts of interest in Seoul.As final-year students, this was one of our last chances to reinforceour friendships before we begin our careers. With the addedvalue of a more comprehensive understanding of the MICEindustry, the tour took on a special meaning for us all.School of Hotel and Tourism Management

26 Elite of the EliteOutstanding Students RecognisedAn Elite of the Elite presentation ceremony was held on 22 October 2008 atthe Che-woo Lui Hotel and Tourism Resource Centre for recipients of theSHTM Academic Achievement Award. Thirty-nine students who achieved GPAsof 3.7 or above during Semester Two/Three 2007/08 received the award.The SHTM would like to extend its heartiest congratulations to the followingstudents.BA(Hons) in Hotel, Catering and TourismManagementYICK Tik YingBSc(Hons) in Hotel ManagementCHAN Kwok Yee, GloriaCHAN Nga LingCHAU Man YeeCHOI Wing Yan, VeronicaLEE Chun Kit, AlvinLUK Wai YanMAK Sin TingMAK Wai KwanWONG Sau YungYEUNG Chun FaYIM Wing YanBSc(Hons) in Hotel Management(Conversion)CHENG Hoi Tung, HeidiBSc(Hons) in Tourism ManagementCHEUNG Ching YiCHEUNG Man YiHUI Po ChunKWOK Ka YanLI Yuen YanNG Mei Sze, MacyBA(Hons) in Hotel and CateringManagementFU Pui PuiLEUNG Lai YungLO Ping Sum, BensumSONG KanWONG Chi WaiHigher Diploma in Hotel ManagementCHU Pak Ying, ConnieHO Ho ChiKWAN Wai IengSO Wing YeeTANG Yee KingYIP Ling LingYUNG Yi TingHigher Diploma in Tourism ManagementCHAN Pui YinCHEUNG Pui HangHONG Chui YingKWOK WenzLAU Nga LaiLEUNG Dip YinWONG Hiu MeiWONG Pui FongHORIZONS

SHTM Alumni Association27Sushi-Making Fun for AllThe Alumni Association focuses heavily on forging bondsbetween its members, and that often involves their lovedones as well. In September last year Association membersand their families visited the Eaton Hotel in Jordan for afun-filled sushi-making class, followed by lunch in theHotel's newly opened Yagura Japanese restaurant.Event HighlightsThe SHTM Alumni Association has once again been busy with eventsincluding networking opportunities, interactions with SHTM studentsand family fun. Two activities that featured on the social calendar inthe second half of last year are typical of the way in which theAssociation combines light-hearted enjoyment with a sense oftogetherness.Association Vice Chairman (Communications) FlorenceChan described the class as a “fun and interactiveenvironment”, in which Japanese Head Chef Takahashitaught members and their children the simple but satisfyingart of making sushi rolls. Each family, all wearing chef’saprons and hats, made two rolls – Green House, a vegetarianroll with bean curd, carrot, cucumber and plum sauce, andCrunchy Roll, which is based on tempura prawn.After eating the rolls everyone moved to the restaurant for asumptuous Japanese set lunch.Enjoying the sushi classEnjoying the cocktail session were (from left) Mr Michael Nisky of JMMarriott Hotels; Ms Jenny Chan of the Panorama Hotel Rhombus; ProfessorKaye Chon; Mr Clarence Shun-wah of Marco Polo Hotels; Ms Sylvia Chungof Miramar International Hotel Management; and Mr Calvin Mak of theRhombus International Hotel GroupMaking the Most of Happy HoursThe Association hosted association members, SHTMstudents, staff and Advisory Committee members at a verywell-attended Happy Hour cocktail session at Tsim Sha Tsui’sPanorama Hotel in November. Over 70 people, includingSHTM Director Professor Kaye Chon and Ms Sylvia Chung,Chairman of the SHTM Advisory Committee, ensured thatthe event lasted longer than the scheduled two hours.“We had a great venue on the fortieth floor of the hotel”,said Benson Tang, Association External Affairs Secretary.“It is a sky garden and it gives a stunning view of VictoriaHarbour”. Mr Tang stressed that the importance of suchevents resides in the chances they offer to meet and mingle,with attendees representing a broadspectrum of enterprises in the tourism andhospitality industries. Describing theHappy Hour as “a great event”, heindicated that the Association was planningto hold more as the year progresses.The next major event will be held soon,when Association members gather on 14March for their Annual General Meetingand Annual Dinner at the Hong KongConvention and Exhibition Centre inWanchai.School of Hotel and Tourism Management

28 SHTM Alumni AssociationAlum-notes1980sMs Betty Simpson HD 1986 isGeneral Manager of the Helena May,a private members’ club in Central.Betty started her career at HarbourView International House and theMandarin Oriental Hong Kong. Shethen joined the club industry and hasbeen General Manager of the Yau YatChuen Garden City Club and the GoldCoast Yacht and Country Club.1990sMr Anthony Yeung HD 1995 isDirector of Sales at the Hyatt RegencyHong Kong, Sha Tin, which will openin early 2009. He previously workedas Director Global Sales, Hong Kongand China of the Wyndham HotelGroup, Ramada International andMarriott International. Mr Yeung has13 years of experience in the hospitalityindustry.Ms Florence Chan HD 1997 isDirector of Public Relations (China)of Langham Hotels International. Shejoined the Group in 2006 as Directorof Communications at the Eaton HotelHong Kong, and is now responsible fordeveloping strategic publicitycampaigns and media relations inChina. She is also the Vice Chairman(Communications) of the SHTMAlumni Association.Ms Cissy Chan HD 1999 furtheredher study after graduating fromPolyU by taking a major inInvestment and Finance at BaruchCollege in New York. She has workedas a bond evaluator for Standard andPoor’s in New York since 2006, and waspreviously a credit analyst for Fitch Inc.2000sMs Vienna Mak HD 2001 is the FrontOffice Assistant Manager of the GrandLisboa Hotel in Macau. She took thejob after several years with the KowloonShangri-la.Ms Lina Lam BA(Hons) 2001 isAssociate, Consultancy Division ofConvoy Financial Services Limited. Shepreviously worked for Bloomberg,Hong Thai Travel Services and theJardine Matheson Group as a qualityassurance manager.Ms Eva Chan BA(Hons) 2004 isAssistant Guest Relations Manager ofThe Peninsula Hong Kong.Ms Shannon Cheung BSc(Hons)2008 is a Travel Executive at SwireTravel, currently working in the LeisureTravel and Product DevelopmentSection. She will gain further exposurein other departments under a two-yeartraining programme.Ms Greta Hung BSc(Hons) 2008 isthe Event Coordinator of the MarriottSkyCity Hotel. She was previously anofficer in the Department of GamesServices of the Equestrian Company,which organised the equestrian eventsat the 2008 Olympics and Paralympics.Ms Michelle Somin Lee MSc 2008 isGuest Service Manager of the MiraHong Kong.Dr Iris Mao PhD 2008 is a lecturer atEdith Cowan University in Perth,Australia, teaching courses includingIntroduction to Tourism, TourismResearch and Analysis, VisitorManagement and Culture Tourism.She is also acting student liaisonmanager for the Young AustraliaTourism Association.HORIZONS

30Professor-for-a-Day SchemeAppreciating Our Professors for a DayThe SHTM offers its heartfelt appreciation to the distinguishedpractitioners who recently served as professors for a day.Speaker Title and Company TopicMr Angus BARCLAY General Manager – International Affairs, Aviation Policy from Cathay Pacific’s PerspectiveCathay Pacific AirwaysProfessor Amy CHAN Honorary Professor, SHTM Convention TourismMr David CHAN General Manager, Hyatt Regency, Dongguan Opening a New Hotel: Challenges andOpportunitiesMs Gloria CHAN Senior Manager – Product Development and Travel Product Development and DistributionLeisure Travel, Swire TravelMr John CHAN Director of Operations, the Royal Pacific Hotel The Challenges in Rooms Divisions in Hotelsand TowersMr Romain CHAN General Manager, Harbour Plaza Metropolis Hotel Marketing Practices: Differences betweenHong Kong and Mainland ChinaMs Yolanda CHAN Manager – Hong Kong and South China, Tourist Destination – FranceFrench Government Tourist OfficeMs Mazy CHENG Director of Human Resources and Front Office Selection Criteria for Hoteliersand Mr Gottfrid TSE Manager, InterContinental Grand Stanford HotelMs Tracy CHENG Manager – Marketing Manager, Korea Tourism Tourist Destination – KoreaOrganization Hong Kong OfficeMiss Regina CHU Director of Learning and Development, Building a Company Culture from 5 Core ValuesThe InterContinental Hotel Hong KongMs Cardi CHUNG Manager, Event Development and Management, Event MarketingHong Kong Tourism BoardMr Dirk DALICHAU General Manager, the Mira Hong Kong Leadership in HospitalityMr Michael DUCK CMP Asia Limited Exhibition ManagementMr Silvano DRESSINO Area Director of Revenue Strategy and Director of Core Revenue Deliverablesand Ms Natalie GROSE Revenue Strategy, JW Marriott Hotel Hong KongMr Kenneth FAN General Manager, Clearwater Bay Golf Club Food and Beverage Club ManagementMs Jane FONG Manager – Hong Kong and Greater China, Tourist Destination – United KingdomVisitBritainMr Vincent FUNG Assistant Commissioner for Tourism, Tourism and Development Projects; andHong Kong Tourism CommissionAn Overview of Hong Kong’s Tourism DevelopmentMr Noel FURRER Manager – Club JJ, Grand Hyatt Hong Kong Bar and Beverage Operations – Their Trends,Challenges and Opportunities within a DeluxeHotel OperationMr Patrick GOUBIER Owner and Founder, Chez Patrick French Dairy ProductsDr Ultrike GRETZEL Texas A&M University Social Media MarketingMr Stephen HO Senior Vice President of Development, Hotel Development StrategiesStarwood Asia Pacific Hotels and ResortsMr Frank HOU President, Jinling Hotels Management The Future of China’s Hotel Management IndustryCompany LimitedMr Steve KLEINSCHMIDT President, Marco Polo Hotels Service LeadershipMr Maurice KONG Director of Food and Beverage, Hong Kong Foodservice Operations of the Hong KongConvention and Exhibition CentreConvention and Exhibition CentreMr Clement LAM Director and General Manager, Hong Kong The Challenges of Airport ServicesAirport Services LimitedMs Angel LAW Account Director, Maldives Tourism Promotion Tourist Destination – MaldivesBoardDr C.K. LAW Associate Director – Aviation Policy and Research Challenges for Hong Kong’s Aviation IndustryCentre, The Chinese University of Hong KongMr Daniel LAW Assistant Banquet Manager, Ladies Recreation Club Event Planning and Banquet ServicesMr Alan LEE Assistant Controller, Mandarin Oriental Hotel Hotel Closure and Re-open: Accounting/FinanceHong KongPerspectiveHORIZONS

Professor-for-a-Day Scheme31Speaker Title and Company TopicMs Amy LEE Account Director, Guam Visitor Bureau Tourist Destination – GuamMr Esmond LEE Deputy Secretary, Transport and Housing Bureau, The Role of the Hong Kong International AirportHKSARin Hong Kong’s Aviation PolicyMr Leo LEE General Manager/Owner Representative, Management Mode of Hotels in Hong Kong andStanford Hotels InternationalMainland ChinaMs Monica LEE-MULLER Deputy Managing Director, Hong Kong Venue ManagementConvention and Exhibition CentreMs Elsie LEUNG Human Resources Manager, The Repulse Bay Training and Development in the HospitalityCompany LimitedIndustryMr Eddie LI and Purchasing Manager – Combined Materials and Food and Beverage Purchasing SystemsMr Draco LAMPurchasing Centre, Mandarin Oriental Hotel GroupDr Gang LI Deakin University A Causal Analysis of Expenditure Data for BusinessTravellersMs Karen LO Manager – International Representative for Hong The Marketing of Cruise Lines in Hong KongKong for Royal Caribbean Cruise Lines, CelebrityCruises and Azamara CruisesMr Norman LO Director-General, Civil Aviation Department, The Regulation, Economic Consideration, and SafetyHKSAROversight of Civil Aviation Activities in Hong KongMs Galina LUI Sales and Marketing Advisor, Beau-rivage Palace, Hotel Distribution Management of Beau-rivageLausanne, SwitzerlandPalace, Lausanne, SwitzerlandMs Kelly MAK Head of Marketing and Customer Services, Destination Marketing: A Case Study of MadameMadame Tussauds Hong KongTussaudsMr Stanley MOK General Manager, Macau Government Tourist Tourist Destination – MacauOffice – Hong Kong RepresentativeMr Joe NG General Manager – Hong Kong and Off-line Asia The Sales and Marketing of Asian Carriers andMarkets, Air CanadaFuture ChallengesMr Damon PAGE, General Manager, Director of Human Resources, and F & B: Behind the ScenesMr Paul NG andHuman Resources Manager, W Hong KongMs Mona WONGMr Jeff RONAN Project Manager, Caviar Kaspia Entrepreneurship – Developing FoodserviceConceptsMr Bernold O. Senior Vice President and Managing Director – Service Strategies of Banyan Tree HotelsSCHROEDERHotel Operations, Banyan Tree Hotels and ResortsMr Jason SHEK Regional Director of Sales, Banyan Tree Hotels and F & B Trends: Spa and ResortsResortsMr Craig SMITH Area Vice President, Marriott International Strategic Management – A Case of MarriottInternationalMs Iris SO Front Office Manager, Novetel Citygate Hong Kong Role of Front Office Manager, Past, Present and FutureMr Nigel A.A. SUMMERS Director, Horwath Asia Pacific Hotel Development ConsultingMr Kingston SUN Tourism Research Manager, Hong Kong Tourism Board Conducting Research to Understand TouristsMr Sunny SUN Vice President of Development (China), Developing Hotels in ChinaGuoman HotelsMs Carmen TAM Manager – Hong Kong and Southern China, Tourist Destination – AustraliaTourism AustraliaMr Benson TANG Executive Director – Corporate Services and Real Tripartite Business Relationship between Airlines,Estate, Goldman Sachs (Asia) LLCTMC and Corporate ClientMr Anthony TONG Sales Manager, Emerson Network Power IT Trends in F & B(Hong Kong) LimitedDr Jutamas ‘Jan’ Assumption University of Thailand Hospitality Industry Development in ThailandWISANSINGMs Christine WONG Director of Human Resources, Renaissance Kowloon Managing Cultural DiversityHotelMr Eric WONG Director of Finance, Four Seasons Hotel Hong Kong Converting Smiles into ProfitMr Keith WONG Marketing Manager, Tourism Authority of Thailand Tourist Destination – ThailandMr Alex XU Chairman and Chief Executive Officer, Service LeadershipGreen Tree Inns Hotel Management GroupMr David ZHENG Lawyer, Guangdong Shen Tian Cheng Law Firm Management Contracts: Issues and PracticeSchool of Hotel and Tourism Management

32Calendar of EventsUpcoming EventsDate Event Organiser Contact4-11 Mar Career Week SHTM Tony Tse2009 Email: hmttse@polyu.edu.hk17 Apr Industry Appreciation SHTM Pauline Ngan2009 Dinner Email: hmpn@polyu.edu.hk27-28 Apr Third International Forum SHTM, Jiangsu Provincial Qu Xiao2009 on China Hotel Brand Tourism Bureau and Email: hmqxiao@polyu.edu.hkDevelopment, Nanjing Jingling Hotels and Resorts website: www.polyu.edu.hk/htm/conference/3CHBD12-13 May Sixth China Tourism SHTM, UNWTO and Nicole Shum2009 Forum, Chengdu the Sichuan Tourism hmnicole@polyu.edu.hkAdministration18-20 May International Convention SHTM and the University Summit Secretariat2009 and Expo Summit, of Nevada, Las Vegas Email: hmices@polyu.edu.hkHong Kong (Singapore Campus) website: www.polyu.edu.hk/~htm/conference/ices_2009_cfp.pdf21-23 May Second International SHTM Leslie Fung2009 Conference on the Impact Email: hmlfung@polyu.edu.hkof Movies and Television onwebsite: www.polyu.edu.hk/htmTourism, Hong Kongmain_confinfo.htm28-31 May Asia-Pacific CHRIE Annual SHTM and the University Leslie Fung2009 Conference, Singapore of Nevada, Las Vegas Email: hmlfung@polyu.edu.hk(Singapore Campus) website: www.apacchrie09.org22-24 June The 29th International SHTM and the Venus Ng2009 Symposium on Forecasting, International Institute Email: hmvenus@polyu.edu.hkHong Kong of Forecasters Website: www.polyu.edu.hk/~htm/conference/isf2009_brochure.pdfHORIZONS