PolyU's Teaching and Research Hotel Named SHTM Tops World ...

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PolyU's Teaching and Research Hotel Named SHTM Tops World ...

asociación mexicana de la industria automotriz, a.c.boletín de prensa de octubre 2013Índice de Confianza del Consumidor (ICC). En Estados Unidos, el ICC se situó en 71.2 puntos en octubre delpresente año, situándose 1.4% debajo del nivel del mismo mes del año pasado, y 25.2% inferior al registrado enoctubre de 2007. 3En México, el 5° componente del ICC que mide las posibilidades de consumo de bienes durables, se situó en80.6 puntos durante septiembre del presente año, decreciendo 3.9% en relación al nivel de septiembre de 2012así como un 24.7% por debajo del mismo mes de 2007. 4VENTAS AL MERCADO NACIONALDurante octubre se comercializaron 88,261 vehículos ligeros en nuestro país, cifra 6.1% superior a la del mismomes de 2012. Con ello suman 843,576 unidades vendidas en el período enero - octubre del presente año,creciendo 7.5% en comparación con el mismo acumulado del año pasado. En lo que va del año, el 51% de losvehículos comercializados son de origen extranjero y el 49% restante corresponde a unidades fabricadas enMéxico.Pese a que el mercado interno mantiene tasas de crecimiento positivas, no se ha logrado alcanzar los nivelesde venta previos a la crisis. Por otro lado, el ingreso de vehículos usados a nuestro país creció 50.3% en elacumulado enero - septiembre de 2013, comparado con el mismo acumulado de 2012.PRODUCCIÓN TOTAL NACIONAL.La producción de vehículos ligeros en México, alcanzó su mejor nivel histórico tanto para el décimo mes comopara el acumulado de 2013. En octubre se produjeron 285,230 vehículos ligeros, presentando un crecimiento de1% en relación al mismo mes de 2012, mes en el que se produjeron 282,283 unidades. En el acumulado aldécimo mes se han fabricado 2,513,549 vehículos, 3% más que en el acumulado del año pasado.Del total manufacturado, el 82.2% corresponde unidades destinadas al mercado externo y el 17.8% restante secolocó en el mercado interno.EXPORTACIÓN.La exportación de vehículos fabricados en México registró nuevamente niveles récord tanto para el mes comopara su respectivo acumulado. Durante octubre, se exportaron 240,316 vehículos ligeros, creciendo 11.0% enrelación al décimo mes de 2012. Mientras que en el acumulado se han exportado 2,037,002 unidades, 2.8%más que el acumulado del año previo.Exportación mensualExportación acumuladaRegión de OCTUBRE Dif Particip % Región de E N E – O C T Dif Particip %destino 2012 2013 % 2012 2013 destino 2012 2013 % 2012 2013EE UU 135,674 171,607 26.5 62.6 71.4 EE UU 1,254,725 1,371,569 9.3 63.3 67.3Canadá 12,808 19,971 55.9 5.9 8.3 Canadá 135,368 163,074 20.5 6.8 8.0Latinoamérica 33,115 23,474 -29.1 15.3 9.8 Latinoamérica 318,677 260,705 -18.2 16.1 12.8África 3,892 5,036 29.4 1.8 2.1 África 26,608 22,847 -14.1 1.3 1.1Asia 6,672 6,090 -8.7 3.1 2.5 Asia 38,194 59,942 56.9 1.9 2.9Europa 21,390 7,875 -63.2 9.9 3.3 Europa 179,619 131,052 -27.0 9.1 6.4otros 3,025 6,263 107.0 1.4 2.6 otros 27,786 27,813 0.1 1.4 1.4TOTAL 216,576 240,316 11.0 100.0 100.0 TOTAL 1,980,976 2,037,002 2.8 100.0 100.0Al comparar los volúmenes regionales acumulados de exportación durante los primeros diez meses de 2013con los exportados en el mismo período del año pasado, vemos que Asia creció 56.9%; seguido de Canadá conun crecimiento de 20.5%; y EE.UU. 9.3%. Mientas que los países con tasas de crecimiento negativas fueronEuropa, Latinoamérica y África, con tasas de -27.0%, -18.2% y -14.1% respectivamente.3 Consumer Confidence Index. The Conference Board, 29 de octubre de 2013.4 Índice de confianza del consumidor en México. BANXICO, 3 de octubre de 2013.

1Design features of PolyU’s teaching and research hotelContentsWhere Innovations in HospitalityEnrich World ExperiencesPublisher: Kaye ChonManaging Editor: Pauline NganConsulting Editor:Armstrong-Hilton Ltd.Design: Creative PathPrinter: Impact Printing &Graphics Co. Ltd.Horizons is published by the Schoolof Hotel and Tourism Managementfor friends, alumni, staff andstudents of the School.Contributions from readers arewelcome in the form of articlesand photographs. All contributionsshould be sent to: Editor, Horizons,School of Hotel and TourismManagement, The Hong KongPolytechnic University, HungHom, Kowloon, Hong Kong SAR.The Editor reserves final editingrights on all material submitted forpublication.Telephone: (852) 3400 2634Fax: (852) 2356 1390Email: hmpn@polyu.edu.hkWebsite: www.polyu.edu.hk/htmMessage from Director of School 2Teaching and Research Hotel 3Being brilliant togetherSHTM World No. 2 Ranking 5World ranking points to future15th Congregation 7An inspirational graduation ceremonyPolyU Tourist Satisfaction Index 9Public service to benefit Hong Kong’s economyExecutive Development Programmes 10Executive training delivered at home and abroadPortrait of an Industry Leader 11Profile of SHTM Alumni of the Year 2009, Ms Alison YauPostgraduate Programme Highlights 12Update on happenings from new Programme DirectorResearch HorizonsHighlights of staff research on changing perceptions of travel websites, the revisitintentions of Chinese tourists, tourism and hotel competitiveness, leadershipand ethics in the Australian hotel industry, the environmental practice andresponsibility of Chinese hotel managers and resident support for the BeijingOlympicsClimate Change Study 13SHTM leads international study on tourism and climate changeMainland China Programmes 14Service quality emphasised in ShenzhenIn Brief 15News on the SHTM’s latest activities, achievements and staff arrivalsMICE Education 17Training centre launched on campus, students shine in ItalyStudent Activities 18Round up of student activities and accomplishmentsAcademic Achievement Award 20Student Achievers RewardedAlumni Association 21Latest news on alumni events and achievementsProfessor-for-a-Day Programme 23Our thanks to professors for a dayUpcoming Events 25School of Hotel and Tourism Management

2Director’s MessageMessage fromDirector of SchoolAn icon is an image that represents something more than we can see atfirst. It suggests that an experience awaits, which is very much true of thededicated premises built for the SHTM by PolyU that is now taking shape inTsim Sha Tsui East. With this issue of Horizons, I am very pleased to announcethat the hotel, now at its full height and undergoing internal fit-out, has beennamed Hotel ICON. In the pages that follow we hear from the hotel’s GeneralManager, Mr Richard Hatter, about the tailor-made experience he and histeam are creating.As the anticipation builds for Hotel ICON’s grand opening, we also havean immediate cause for celebration. The School is now ranked Number 2 inthe world in terms of research and scholarship activities according to a studypublished late last year in the Journal of Hospitality and Tourism Research. Ourcoverage in this issue provides details on the new rankings, including our moveto Number 1 in the world in the most recently considered period, from 2002to 2006.Yet our world-leading research would not be as significant if we did not produceoutstanding graduates. In this issue we cover the excitement of the PolyU 15thCongregation (SHTM) with new graduates ready to take on the world, andprofile the SHTM’s Outstanding Alumni 2009, the energetic and inspirationalMs Alison Yau.Also featured is the launch of the PolyU Tourist Satisfaction Index, a project ledby the School’s Associate Director, Professor Haiyan Song. Intendedas a public service to measure Hong Kong’s competitiveness asa tourist destination, the Index is the latest SHTM initiativeaimed at boosting tourism’s already substantial contribution tothe local economy.As always, this issue is also filled with coverage of the School’smany activities and includes reports on a selection of ourrecent publications in Research Horizons. Even at the topof the world we are moving on.Professor Kaye ChonChair Professor and DirectorSchool of Hotel and Tourism ManagementThe Hong Kong Polytechnic UniversityHORIZONS

Hotel Update3Creating anhe best way to predict the future”, said Mr Richard“T Hatter, General Manager of the dedicated SHTMpremises being built by PolyU, “is to create it”. With thebuilding now at its full height, the future is well and trulyunderway in Tsim Sha Tsui East.Even the hotel’s name has been selected to signify somethingnot previously experienced. As a teaching and research hotelin a commercial district, Hotel ICON is set to become apre-eminent symbol of advanced hospitality and tourismeducation around the world. The objective will be to pavethe way for the future, grooming the next generation ofAsian hospitality. “Together we will shape and refine youngmanagement talent emerging from the PolyU SHTMand as such both the PolyU and the hotel will benefittremendously”. Hotel ICON will become an ICON inthe Hong Kong and Asian hotel market, consolidating itsniche as an independent commercial business, connectedto the University with an umbilical cord.Another crucial feature of the hotel’s design will be theClub Floor. Intent on providing “a destination unto itselfin the hotel”, PolyU has contracted Conran and Partners,a renowned architecture and design consultancy, to createjust the right ambiance.The floor will have a variety of active and passive zones,with Mr Hatter describing a “very interesting space” thatwould be “unlike any hotel I’ve ever worked in”. It willinclude a reception area, a restaurant overlooking VictoriaHarbour, a lounge, bar, private rooms of different sizes,a multifunction dining and meeting room, a wine cellarand kitchen. The mix of business will be very international,with a dominant Asian aspect.Mr Hatter also pointed to the importance of the Club as aneducational venue. He explained that the very best SHTMstudents would be able to gain experience in the Club thatwould be invaluable when they enter the job market. In abroader sense, he said “we want students to be empoweredto have an experience in a top notch hotel”.Speaking of how the hotel concept is being refined nowthat the striking and easy-to-remember name has beenselected, Mr Hatter said that it would tailor-make anexperience for its guests. One way in which that will beachieved will be through dedicated prototype guests roomsused to develop and showcase new technologies and hoteldesigns. Not only will guests benefit, but the rooms willallow further research into and the application of advancedconcepts in hotel management fashioned to make possiblea more sustainable future.School of Hotel and Tourism Management

4 Hotel UpdateHotel – Ballroomwould be driven by the understanding that to providequality service and a cutting-edge learning environment,the establishment would need to be “more than just atraining hotel”.Hotel – Training RestaurantWith a tag line of “being brilliant together”, Mr Hatteremphasised that “how we involve the faculty and studentswith the hotel is a very key aspect of what I’m setting up”.“It’s all about people”, he said, giving his position a muchwider frame of reference. “The people we train, the peoplewe employ and the people we look after.Potential staff members, she said, will need to display theirexcellence through passion, confidence and “an inclinationor willingness to serve”. Each of them will have a “can-doattitude, or a will-do attitude”.Ms Hou will be attending job and career fairs to heightenawareness of the opportunities available in Hotel ICONas the excitement builds for its grand opening. For moreinformation or to submit job applications, please emailhmicon@polyu.edu.hk.Plans are currently being made to determine how manystudents will be able to complete their Work-IntegratedEducation requirements at the hotel, and up to 100 couldbe proudly serving as Hotel ICON interns when operationsget underway. Another 50 will be working with the openingteam in the second half of this year.The hotel’s executive committee is now in place, and theremaining 350 permanent positions should be filled inthe second quarter of this year. Ms Judy Hou, the hotel’sDirector of Human Capital, stressed that recruitmentHotel – BedroomHORIZONS

SHTM No. 2 World Ranking5Taste of the Future inWorld RankingIn a very significant move up the world rankings forhospitality and tourism educational institutions,the SHTM has moved ahead two places to be rankedsecond in the world based on research output for thefifteen-year period from 1992 to 2006. In a ringingendorsement of the School’s dedicated researchers,visionary leadership and enthusiastic and influentialsupport base, the rankings suggest both outstandingachievement and a taste of things to come.The rankings were released in November as part ofa comprehensive study of the top 100 hospitalityand tourism programmes published by the Journalof Hospitality and Tourism Research. Moving up fromfourth place in 2005, the SHTM is now rankedbehind only Cornell University in the fifteen-yearlist. It retained its place as the top school in Asia, andis the only non-US school in the top five.SHTM Director and Chair Professor Kaye Chon,who since 2000 has guided the School to its leadingposition, said that “as a global centre of excellencein hospitality and tourism education for the 21stCentury, the School is positioned to lead the world’shospitality and tourism education in the years tocome”.In the most recent sub-period of 2002 to 2006, theSHTM has already achieved that goal, moving to firstplace in terms of the number of studies publishedand the number of individual scholars contributingto publications. This impressive effort places PolyUahead of 13 US, two UK and two Australianuniversities in the top 18, and cements its positionas the only non-US university in the elite top five.2009Ranking2005RankingInstitution1 ( – ) 1 Cornell University2 (+2) 4 The Hong Kong Polytechnic University3 (–1) 2 Michigan State University4 (+1) 5 University of Nevada at Las Vegas5 (+1) 6 Pennsylvania State University2009 Ranking Institution1 The Hong Kong Polytechnic University2 Cornell University3 University of Nevada at Las Vegas4 Pennsylvania State University5 University of SurreyAs an indicator of research focus and prowess, therankings provide insight into the extent to which theSHTM has been effective in furthering hospitalityand tourism knowledge. That effectiveness will befurther enhanced with the unveiling of Hotel ICON,the SHTM’s teaching and research hotel, later thisyear.Professor Chon noted that the School’s newranking is just the beginning. “As we arepreparing for the opening of the hotel inSchool of Hotel and Tourism Management

6SHTM No. 2 World RankingSHTM Advisory CommitteeMembers from the Hospitality and Tourism IndustryChairmanMr Michael NiskyGeneral ManagerJW Marriott Hotel Hong KongVice-ChairmanMr Thomas MehrmannChief ExecutiveOcean Park Hong Kong2010, we seek to scale new heights and attain a higherlevel of excellence in the years ahead”, he said.Behind this constant pursuit of excellence is a beliefthat all knowledge produced at the School must beimmediately relevant to the industry it serves. Withthat goal in mind, the School draws on the experienceand expertise of an Advisory Committee that includeslocal, regional and international industry leaders whoplay an active role in shaping the curriculum andworking through development matters.The SHTM would like to take this opportunity tothank the dedicated committee members for theirrole in pushing it to the top of the world.MembersMs Rainy ChanGeneral ManagerThe Peninsula Hong KongMs Quince ChongDirector Corporate AffairsCathay Pacific Airways LimitedMr Vincent FungAssistant Commissioner forTourism, Tourism CommissionCommerce and EconomicDevelopment Bureau,HKSAR GovernmentMr Ronnie HoChairman, Travel IndustryCouncil of Hong KongManaging Director,Jetour HolidayMr Anthony Lau Chun HonExecutive DirectorHong Kong Tourism BoardMr Leo LeeGeneral ManagerOwner RepresentativeStanford Hotels InternationalSHTM AlumnusMr Martin LeeExecutive DirectorCoffee Concepts (HK) LimitedMs Monica Lee-MullerDeputy Managing DirectorHong Kong Conventionand Exhibition Centre(Management) LimitedMs Portia LeungHuman Resources Manager(Wellness and Services)The Hong Kong Jockey ClubMr Michael LiExecutive DirectorFederation of Hong Kong HotelOwners LimitedMr William MacKayRegional Vice Presidentand General ManagerFour Seasons Hotel Hong KongMr Calvin MakFounder and CEORhombus International HotelsGroup IncorporatedMr Larry TchouManaging DirectorHyatt International– Asia Pacific LimitedMr Dave VermeulenVice PresidentResort OperationsHong Kong Disneyland ResortMs Belinda Yeung Bik YiuChief Operating OfficerRegal Hotels InternationalHoldings LimitedMr Yu Pang ChunDirector andDeputy General ManagerYue Hwa Chinese ProductsEmporium LimitedHORIZONSSHTM Advisory Committee

15th Congregation7CongregationInspires theNext GenerationThe SHTM’s latest cohort of 589graduates are embarking on theircareers with inspiring words ringingin their ears following the PolyU15th Congregation (SHTM) held atthe Jockey Club Auditorium on 11November. Receiving their degreesand diplomas this year were 2 PhD,2 MPhil, 120 MSC, 1 PgD, 250 BSc,55 BA and 159 HD graduates.The keynote speakers at both sessionsemphasised how the time spent at theSHTM had equipped graduates withthe skills and knowledge necessaryto take up leadership positions in thehospitality and tourism industry, butthat what they do with their educationis all up to them.Mr Mark Conklin, Vice President ofMarriott International, defined theessential qualities of leadership in hisaddress to the first session, entitled“Give the World the Best You Have,and the Best Will Come Back toMr Mark Conklin, Vice President of MarriottInternational, addressing the first sessionYou”. Mr Conklin’s 30 years in theindustry have allowed him to observemany exceptional people, he said, allof whom “let their life speak” andhave “made a meaningful difference”to those around them.Noting that the overriding qualitiesof successful leadership are “caring forothers” and exhibiting “the courage todo what others thought couldn’t bedone”, Mr Conklin challenged currentgraduates. He asked them to becomeexceptional leaders by believing theycould make a difference, makingpromises about what they woulddo, doing what they promised andholding themselves responsible fortheir commitments and efforts.School of Hotel and Tourism Management

815th Congregation“None of you can give more than your best”, he added,“but with practice you’ll never be satisfied giving anythingless”.These two honourable guests have many years of industryexperience to draw on, but two fresh BSc graduates in HotelManagement and in Tourism Management who gave thevaledictory speeches – Gloria Chan and Cecilia Li – hadequally inspiring words for those in attendance.Ms Chan told the first session the story of a young womanwho cursed fate for placing her in a higher diplomaprogramme in a field in which she had no interest. Aftertwo years of study, an overseas internship and the chanceto enrol in a BSc programme, she realised she had “foundher direction in life”.Dr Giovanni Angelini, Former CEO of Shangri-La Hotels andResorts, speaking at the second sessionFormer Shangri-La Hotels and Resorts CEO Dr GiovanniAngelini, keynote speaker at the second session, alsochallenged those about to take up leadership roles tomake a difference. “Leadership is not about exercisingpower”, he said, “but about contributing. This will happenwhen we realise that leadership is not a privilege, but aresponsibility.”Particularly important for the hotel and hospitality industry,he emphasised, is the ability to respond to and learn fromchange. “People who succeed most in their careers arethose who can constantly transform themselves, thosewho can constantly improve themselves”, Mr Angelinisaid. He concluded by offering the audience 10 patterns ofbehaviour that make such “continuous transformation andimprovements possible”, including the ability to “look atchange as an exciting adventure, rather than a disruption”.Asia-Pacific Region Poised for GrowthRevealing herself to be that woman, Ms Chan saidshe is now embarking on an MPhil degree and trulybelieves that “travel and tourism improve the quality ofour society” by promoting“cultural exchange” and“better understanding amongnations”.Ms Gloria Chan, BSc in HotelManagement graduateDuring the second session,Miss Li emphasised that “thegreatness of tourism is that itenhances the exchanging ofcultures and brings peopletogether”. She answeredMr Conklin and Mr Angelini’s challenge to make adifference by stating that she and her fellow graduateswere “ready to prove our value to the industryand to society. We promise you we will liveour lives to the fullest!”The SHTM congratulates all graduates, andis excited about their prospects as they moveinto a new phase of achievement.Both keynote speakers assured the graduates that despitethe recent economic turmoil, the Asia-Pacific region, andmainland China in particular, is well-poised for expansion.“Asia-Pacific has the world’s fastest growing economies,most dynamic populations and, in many ways, best use oftechnology”, Mr Conklin stated. He noted that the regionwitnessed the construction of nearly 1000 new hotels in2008, with a further 775 slated to open by the end of2010.Mr Angelini pointed to the more than 100 million Chinesenationals expected to travel outside the country by 2012.HORIZONSMs Cecilia Li, BSc in TourismManagement graduate

PolyU Tourist Satisfaction Index9Index to Satisfy Industry NeedThe PolyU Tourist SatisfactionIndex (PolyU TSI) marks awatershed for the Hong Kong tourismindustry. Launched on 17 Decemberat a ceremony attended by the mediaand industry executives, the PolyUTSI is a pioneering project attemptingto measure just what satisfies visitors.Project leader, SHTM AssociateDirector and Chair Professor ofTourism Haiyan Song, describedthe very simple way in which theIndex will work. “Once a year we willannounce the PolyU TSI”, he said, “totell the industry how well it is doingin providing quality services, and howsatisfied tourists are with differenttourism products”.This focus on qualityand how it translates intocustomer satisfaction willensure that all stakeholdersin Hong Kong – not onlyindustry players, but alsogovernment agencies andthe general public – haveenough quality informationfor decision making andplanning.Professor Song explained that thePolyU TSI would be published freeof charge to maximise its benefit,describing the data as “purely publicaccess information”.With tourism a major pillar ofthe Hong Kong economy, thatinformation will be vital when the cityjudges how well it caters to the needsof visitors from around the world.The research team, which includesSHTM Director and Chair ProfessorKaye Chon, Professor Song, ProfessorAnna Mattila of the Pennsylvania StateUniversity, and Dr Gang Li from theUniversity of Surrey, amongst others,has already gathered information onthe satisfaction of visitors from sevenSHTM Director, Professor Kaye Chon (second from right) and Professor Song(second from left) with PolyU TSI research team membersSHTM Associate Director, Professor Haiyan Song introducing the PolyU TSIto the hospitality and tourism industrymajor source markets with six tourismrelatedsectors in Hong Kong.By measuring aspects of the touristexperience such as value for money, thefulfilment of expectations and specificelements of industry performance,the PolyU TSI is the first attemptto relate satisfaction with one partof the industry to overall satisfactionwith Hong Kong as a major touristdestination.Professor Song noted that the overallobjective of the PolyU TSI is to allowthe industry to “look at Hong Kong asan international destination comparedwith similar neighbouring destinationssuch as Macau, Singapore, Guangzhouand Shenzhen”. Theindustry can then adjustits practices to hone itscompetitive edge.The SHTM is proud tosupport this initiativeand looks forward to theeconomic benefit that thePolyU TSI will help bringto Hong Kong.School of Hotel and Tourism Management

10Executive Development ProgrammesDeveloping Executivesat Home and AbroadVital to the SHTM’s role as a centre of excellence is its ability to disseminatecutting-edge knowledge to the hospitality and tourism industry aroundthe world.Breakthrough Agreement inAbu DhabiThe School signed a Memorandumof Understanding with the AbuDhabi Tourism Authority (ADTA)in November to collaborate ondeveloping educational strategiesto share best practices and researchfindings with local industrystakeholders.The move will work to hone AbuDhabi’s ability to engage the rapidlyemerging Asian outbound tourismmarket, with a particular focus onChinese tourists.SHTM Director and Chair ProfessorKaye Chon remarked that theagreement demonstrated “AbuDhabi’s confidence in our ability todeliver to exacting standards”.SHTM Director, Professor Kaye Chon (seated,left) and ADTA Deputy Director GeneralMr Abdul-Aziz Al Hammadi (seated, right)signing the agreementWinter School Matches Paceof ChangeRunning from 25 January to 6February, the eighth Hong KongWinter School was co-organisedby the SHTM and the Hong KongHotels Association, and sponsored bythe PATA Foundation and the MiraHong Kong. The event featured livelyand interactive two-day modulesdelivered by SHTM academics andleading industry professionals.Professor Kaye Chon kicked off theprocess with a module on servicequality management and strategies,followed by Ms Ariane Steinbeck,Managing Director and Principalof Gettys Hospitality Design andDevelopment, who covered theintricacies of hotel design andrenovation strategies.The SHTM’s Dr Qu Xiao led amodule on financial managementand investment strategies and DrBasak Denizci Guillet covered theprinciples of revenue management.Dr David Jones probed strategic salesand marketing management, andDr Thomas A. Maier, President ofT.A.M. Global Services, consideredhuman resource leadership inchanging times.A Wealth of TrainingProgrammesThe SHTM delivered a range oftailored training programmes toindustry professionals recently.Highlights in August included aprogramme for hotel managers fromJiangsu Province and help with aprogramme for delegates from westernChina.In late November and early Decemberthe SHTM provided training for theZhejiang Tourism Administrationand cooperated in holding a twodayseminar on hotel and conventionmanagement in Shanghai to ride onthe unprecedented attention beingpaid to the Shanghai World Expo,coming later this year. Training forofficials from the Sichuan TourismBureau was also provided in mid-December.HORIZONS

Portrait of an Industry Leader11Can-Do CommitmentSHTM Director Professor Kaye Chon(left) with 2009 Outstanding AlumniAward recipient – Ms Alison YauAlison Yau is an ideal ambassador for tourism in HongKong. She is energetic, cheerful, knowledgeable andhas a boundless can-do attitude. Speaking to Horizonson the 38th floor of the Hotel Panorama by Rhombus inTsim Sha Tsui, her enthusiasm was perfectly framed by thevibrant backdrop of Victoria Harbour.Recently promoted to Director of Business Developmentfor the Rhombus International Hotels Group, Alison saidthat her early career motivation was that “I just wanted tomake Hong Kong very popular and make the tourists whocame to Hong Kong very happy”. She continues to do justthat, and is a fitting recipient of the Outstanding Alumni2009 Award from the SHTM.A Higher Diploma, Bachelor and MSc graduate of theSchool, Alison has filled almost every position that thehospitality sector has to offer. She was General Managerof the very successful Hotel LKF in Central before movingacross the harbour to the Group’s headquarters. Herstrength, she said, “is in dealing with people” but thatunderstates her capacity to motivate and inspire.Speaking of her time teaching a Christian Action courseon hospitality for young people whom “no one thoughtcould progress to higher education”, she told of a “veryencouraging result”. One of the young men not only did goon to receive a Higher Diploma, but joined the Rhombusgroup and through hard work and dedication had justreceived a promotion to Sales Executive.For Alison, opportunities are all-important, hard workis mandatory and teamwork is what makes the finaldifference. Reflecting on her alumni award, she thoughtthat “it is really the accomplishment and achievement ofthe group of people supporting me”. She also thought backto her time at the SHTM and noted that although shealready had experience, the study “gave me opportunitiesto see more”.Looking to the future, Alison counselled “don’t waste achance”. In the new year she was planning to “max out allthe opportunities” exploring all possible market segmentsas the economy rebounded. With her commitment toalways moving ahead, Hong Kong will surely continue tobenefit.School of Hotel and Tourism Management

12Taught Postgraduate ProgrammesExciting Time forPostgraduate LearningThe SHTM’s taught postgraduate programmes are moving from strengthto strength, assisted by Professor Adele Ladkin, the new PostgraduateProgramme Director.Professor Ladkin joined the School in May 2009 as a Professor of Tourism, andpart of her role was to take up the newly created position. Her brief is to overseethe development and expanded activities of all taught postgraduate programmes,including the Master of Science (MSc) in Hotel and Tourism Management inboth Hong Kong and mainland China and the pioneering Doctorate of Hoteland Tourism and Management (DHTM). She is primarily responsible for newprogramme development, curriculum design and programme promotion.“This is an exciting role, and we are proud to be at the forefront of educationaldevelopments in hospitality and tourism”, noted Professor Ladkin, who joinedthe SHTM from Bournemouth University in the UK. “We are fortunate tohave strong industry connections and support, combined with internationalfaculty members with a wealth of expertise”.A recent innovation overseen by Professor Ladkin was the implementationin September of a two-day residential workshop for new entrants to the MScprogramme, 62 of whom were admitted from Hong Kong, mainland China andoverseas this year. The workshop comprised team- and skill-building activities,an introduction to the programme and coverage of general academic issues.It was “basically in response to student need”,Professor Ladkin said. “We wanted to putsomething in place that would help peoplecoming in from different universities and differentbackgrounds to get to know one another a bit betterand essentially get off to a good start.” Studentfeedback was “very positive”, she added, and the oncampusworkshop will now be a permanentfixture of the programme.This academic year hasalso seen the entry of 21new students to the DHTMprogramme, which is due toproduce its first graduates in2010. In the words of SchoolDirector and Chair Professor KayeChon, those graduates will become“the next generation of leaders” inworld tourism.HORIZONS

Research HorizonsHightlights of Recent Research by the SHTMVolume 4. Issue 1. February 2010Growing Use Changing Perceptions of TravelWebsites in Hong KongThe number of “e-tourists” in Hong Kong has increasedsince 2000, show the SHTM’s Dr Catherine Cheungand Professor Rob Law in a recently published researcharticle. With the percentages of both “e-browsers” and“e-buyers” improving, perceptions of secure paymentmethods and online booking and confirmation havecome to the fore. The researchers suggest that tourismpractitioners will be able to use their findings to enhanceunderperforming aspects of existing websites.Travel Website UseThe Internet is an increasingly significant aspect of thetourism industry for both suppliers and consumers.Suppliers, note the researchers, benefit from having adirect channel to potential customers “at electronic speedand without any time and geographical constraints”.This, they write, reduces distribution costs, increasesrevenues and can lead to a larger market share. Forconsumers, the direct channel to suppliers allows for theconvenience of “online purchases at any time and in anyplace”.Despite this bright outlook, little is known aboutwhat makes travel websites successful. In particular,the consumer perspective is rarely considered. Theresearchers point out that the main reason for websitevisits in general is “to search for information or purchasebecause of convenience and speed”. But what abouttourism-related websites? Although there has been somesuggestion that travel website browsers and users differin what they think is important in the online experience,the researchers concede that it is “still unknown to whatextent consumers perceive the importance of varioustravel Web sites”.They thus set out to profile the overall characteristicsof online consumers who visit travel websites and todistinguish between those who only browse and thosewho make actual purchases. They defined “e-browers” as“Internet users who have visited at least one travel Website in the past 2 years” without purchasing anything,and “e-buyers” as those who had “purchased on travelWeb sites in the past 2 years”.The Hong Kong SettingGiven that Hong Kong was recently ranked third in theworld in the use of credit cards for online purchases,the researchers chose a very appropriate setting for theirstudy. They included five specific questions about websiteuse as part of a “large scale survey on outbound pleasuretravel from Hong Kong”. A total of 2012 telephoneinterviewees could recall whether or not they had visitedtravel websites in the past two years, with around a thirdof the interviewees having actually made visits. This wasa marked improvement on an earlier survey conductedby one of the researchers, which found that less thana quarter of Hong Kong respondents had visited travelwebsites in 2000.Just over half of the recent interviewees who hadvisited sites were aged between 26 and 35, with almostthree-quarters having completed postgraduate degrees.Corresponding to this, there was also an increasedlikelihood of visiting a travel website as income increased.School of Hotel and Tourism Management 1

Volume 4. Issue 1. Feb 2010Research HorizonsThese characteristics should be of great interest to siteoperators, who will now have a better picture of theirtarget consumers.Browsers and PurchasersHowever, the researchers remind us that operatorswill be more interested in knowing the differencesbetween “the characteristics of those who have (andhave not) purchased travel-related products online”.Just over 17% of their interviewees were e-buyers, a veryencouraging increase from the 6.5% in 2000. Perhapsmore interestingly from a marketing perspective, over92% of the e-buyers were aged between 25 and 55 yearsand there were no significant gender differences betweenthe e-buyers and e-browsers.The previous study had found that e-buyers placedemphasis on “secure payment methods, different priceranges for products/services, user friendly system,rapid information search and online booking andconfirmation”. In the recent study, e-buyers and e-browsers did not differ significantly in their perceptionsof rapid information searches and user friendly systems(important) and different price ranges for products andservices (neither important nor unimportant). Onlythe presence or absence of secure payment methodsand online booking and confirmation drew differentreactions from the two groups of users.The more recent e-buyers were much more likely thane-browsers to consider secure payment methods andonline and confirmation important. This, write theresearchers, “was most likely related to the experience”and the resultant confidence or trust in online purchasing.They point out the trust in online relationships shouldbe fostered carefully to increase the likelihood that e-browsers will become e-buyers.To do so, website operators need to provide “essentialinformation” on each site, including backgroundinformation on the company, detailed descriptions ofthe products and services offered, “and indications ofguaranteed protection for confidential and personaldata that are transferred on the Internet”. To put thisin a slightly different way, operators need to considerhow online payment methods could actually enhancethe development of trust amongst customers. They alsoneed to ensure security concerns do not form any majorbarriers to online purchases.Encouraging Further Change in PerceptionsThe researchers find encouragement in the change inperceptions amongst travel website users. They suggestthat aside from any more specific recommendations,marketing managers should “focus their efforts ondesigning efficient travel Web sites for all users”. Withan eye on the rapid increase in e-buyers, they should alsorefine their strategies to cope with changing consumerbehaviour.In particular, the researchers argue, marketing managersand travel website operators need to move beyond justdeveloping effective methods of converting e-browsersinto e-buyers, keeping in mind that security concernsand trust in online payment methods can be majorimpediments to growth in this market segment. Thechallenge now is to determine how trust in a travelwebsite leads to repeat purchases, which are a crucialelement of growth in any business.Points to Note■ E-commerce is of growing importance to thetourism industry.■ However, little is known about whatdetermines travel website success.■ E-buyers in Hong Kong consider onlinesecurity and payment methods more importantto website success than do e-browsers.■ Trust-developing methods are needed toconvert e-browsers into e-buyers.Cheung, Catherine and Law, Rob (2009). Have theperceptions of the successful factors for travel websites changed over time? The case of consumers inHong Kong. Journal of Hospitality and TourismResearch, Vol. 33, No. 3, pp. 438-446.2School of Hotel and Tourism Management

Volume 4. Issue 1. Feb 2010Research HorizonsIn an evocative reconfiguration of the leadershipstyles discussed previously, the researchers renamedmanipulative leadership as “Machiavellian”, and retainedthe bureaucratic, professional and transformational labelsto classify other forms of leadership identified amongstthe respondents.Emergence of Machiavellian Leadership StylesWhen analysing their data the researchers found thatthe desired transformational leadership style was beingpracticed, but not always in its most effective form. Alsoevident was a combined professional/transformationalstyle. Of even more concern, however, was the emergenceof two Machiavellian styles.The first style combined equal parts of the Machiavellianand bureaucratic approaches, and the second was mainlyMachiavellian “with a touch of bureaucratic style”. This,write the researchers, “may be related to the highlyautomated and bureaucratic nature of the hotel industry”wherein employees are usually required to conform withstated policies and adhere to procedure manuals. TheMachiavellian and bureaucratic styles were popularamongst the respondents aged between 25 and 40.However, the use of those styles did decline with age.Hotel managers between 25 and 40 were more likelyto use the combined Machiavellian/bureaucratic styleand far more likely to use the Machiavellian style with atouch of bureaucratic leadership than those aged 41 orover. It should be noted at this stage that Machiavellianleaders are, in the researchers’ words, “less ethical thanother leaders”.To compound these troubling results, the researchersfound that gender and the characteristics of theorganisations in which the managers worked had nobearing on their leadership styles. It seems that age alonedetermines whether of not Australian hotel managerslead ethically.The Problem of YouthThe researchers suggest that the tendency towardMachiavellian and hence unethical leadership amongstyoung Australian hotel managers may be due to them“being less prepared to wait for promotion” than theirolder counterparts. This could lead to them seeing“manipulation as an acceptable tool by which to progresstheir career”.Another possible factor in the predominance of unethicalleadership styles amongst younger managers may simplybe confidence. A lack of confidence at the beginning ofa career could shift a manager towards a more autocraticstyle, but the researchers suggest that the relativelyrapid disengagement from both Machiavellian andbureaucratic leadership with age dilutes any influentialtransformations of confidence.The hospitality industry is based on voluntary exchange– between service personnel and guests, and within thegroup of service personnel itself. The researchers showthat in Australia this easily disturbed environment is atrisk from self-interested younger managers. “Currentmanagers and other stakeholders interested in the longtermviability of their respective businesses” should takecareful note, they warn.Points to Note■ Hotel managers operate within distinct ethical,moral and leadership realms.■ The Machiavellian and bureaucratic leadershipstyles predominate amongst younger Australianhotel managers■ Older mangers tend to use more professionaland transformative styles of leadership.■ Action is needed to ensure that self-interestedyounger managers do not disturb the hotelservice environment.Minett, Dean, Yaman, H. Ruhi and Denizci, Basak(2009). Leadership styles and ethical decision-makingin hospitality management. International Journal ofHospitality Management, Vol. 28, pp. 486-493.4School of Hotel and Tourism Management

Research Horizons Volume 4. Issue 1. Feb 2010Shopping Alone Not Enough forMainland VisitorsHong Kong’s tourism industry must offer mainlandvisitors more than just shopping opportunities, arguesthe SHTM’s Professor Cathy Hsu in a recently publishedco-authored research article. While not downplaying thesignificance of Hong Kong as a “shopping paradise”, theresearchers show that also significant are the promotionof novel local attractions and a focus on the need forrelaxation.Significance of Mainland TourismOne of the most important features of world tourismtoday is the rapid growth in outbound Chinese tourists.The researchers note that these people “are more likelyto be young and middle-aged individuals, and mostof them are well educated and earn a decent monthlyincome”. Industry stakeholders who understand howsuch travellers behave will have a distinct advantage ascompetition to attract tourist spending intensifies.In a broader sense, given that half of all mainlandtravellers to Hong Kong in 2004 were repeat visitors, itis essential to understand what helps to shape a mainlandvisitor’s intention to return, because that intention isusually a precursor to an actual revisit.To achieve this aim, the researchers set out to measuretourist motivation, the experience of visiting Hong Kongand perceived constraints on returning as autonomousfactors influencing a revisit. These factors, they posited,would influence the attitude towards a revisit and theintention to actually revisit. It is important to highlighta subtle distinction here – an attitude is an emotionalstate and an intention is a prelude to action.The researchers note that travel experience can influenceattitude “both positively and negatively”, but mostoften influences revisit intention positively. Touristsatisfaction also, and understandably, has a positiveinfluence on revisit intention. However, little attentionhas been paid to the link between tourist satisfactionand tourist attitude. The researchers thus separated theexperience of having visited Hong Kong into just thefact that an outbound tourist had visited and overallsatisfaction based on all visits.Having considered these more positive elements ofrevisits, the researchers determined to account for“perceived constraints” against returning. Yet they alsonote that such constraints might affect an individual’sintention to return but not their attitude aboutrevisiting.A Beijing-Focused StudyThe researchers targeted Beijing residents because thecity is the largest long-haul mainland tourism market.After convening 3 focus groups with 23 of the city’sresidents, they developed a questionnaire that was usedin two pilot studies of around 200 respondents each.The final survey, conducted by telephone, involved 501successful interviews.Of the interviewees, just over half were women, justunder half were aged between 20 and 29, approximately60% were married and just over one third earned amonthly personal income of between RMB1,500 andRMB3,499. A word of caution is necessary about theseincome levels. The researchers write that “bonuses andirregular payments in addition to salary are common inChina”. This, they note “could explain why a seeminglylow income group of people can afford to travel”.Generally Satisfied VisitorsOverall, the interviewees were “satisfied with their pastexperience of visiting Hong Kong”, had favourableattitudes towards visiting again and intended to do soin the future. Yet the intensity of the intention to revisitSchool of Hotel and Tourism Management 5

Volume 4. Issue 1. Feb 2010Research Horizonswith a “diversified competitive action portfolio” andproductivity broadly defined to include such indicatorsas efficiency, effectiveness, quality and predictability,amongst others.The level of promotion undertaken by a hotel has alsobeen considered a measure of competitiveness, note theresearchers, because “hotels typically spend considerableamounts of their budgets on marketing activities”.They also point out that marketing oriented firms tendto “create value through providing goods and servicesgeared towards consumers”.In the hotel industry, this focus is very important giventhe tendency for customers to “stay loyal to a brand whenthey are satisfied with the quality of service that has beenprovided. Pricing also plays a crucial role in generatingthat loyalty, with services often similar between hotels ofthe same rating level.A final set of considerations that should be of significanceto the industry includes the effective use of informationtechnology and central reservations systems, which can“create a competitive advantage”. Also significant are“environmental and energy related” costs, given that“after staffing costs, energy is one of the largest elementsof expenditure” in most hotels. The researchers furthermention the importance of strategic alliances, which canspeed up access to “new markets, technology, knowledgeand customers”.Overall, hoteliers focused on their competitivenessshould consider the importance they place on humancapital, including staff education levels and training, andon technology, strategy, productivity, investment, servicequality, brand image, strategic alliances, environmentaloperating costs, demand conditions, pricing, thephysical characteristics of their properties and processmanagement.Coping with ChangeHaving considered the broad range of factors previouslyinvestigated, the researchers highlight the need for existingmodels of both destination and hotel competitiveness tobe honed for use in different stages of development. Inother words, industry stakeholders need tools that theycan use to judge the effectiveness of their actions as thehospitality and tourism industry changes and grows.At the highest level, there is a need to determine whetherusual prescriptions to improve competitiveness, such asprivatisation, are relevant. The researchers argue that in“large, emerging economies like China, scant evidenceand reliable findings exist on the economic merits ofthe privatisation of the hotel sector”. They also point toresource concerns for hospitality firms, and the need formodified productivity measures as hotels move from a“rooms-only” to a “full-service” orientation.Another possible change of focus would be to createmore practical productivity measures by focusing on“the actual purchasing habits of the customer over time”rather than only accounting for “the physical assets ofthe hotel and its employees”.Ultimately, advances in benchmarking are needed fora more practical understanding of “the ever-changingparameters, policies and institutional elements” in thehospitality and tourism industry. The goal should be toknow, predict and enhance the competitiveness of allstakeholders in a destination.Points to Note■ National competitiveness is a difficult conceptto measure.■ Destination competitiveness hinges oncustomer satisfaction.■ Resource use, strategy, brand loyalty and costreduction determine hotel competitiveness.■ The existing models of competitiveness shouldbe refined for practical use within the industry.Tsai, Henry, Song, Haiyan and Wong, Kevin K.F.(2009). Tourism and hotel competitiveness research.Journal of Travel and Tourism Marketing, Vol. 26,pp. 522-546.8School of Hotel and Tourism Management

Research Horizons Volume 4. Issue 1. Feb 2010Perceptions Ahead of Environmental Practice inChinese HotelsThe ways in which Chinese hotel managers answerquestions about environmental practice could be affectedby “impression management”, according to the SHTM’sProfessor Kaye Chon. In a co-authored article publishedrecently, Professor Chon and his collaborators analysethe responses of hotel managers from environmentalhotspots in China and find room to develop a morerefined notion of good environmental practice.Corporate Responsibility for the EnvironmentThe concept of corporate social responsibility isclosely aligned with environmental protection. Yet theresearchers note that the intent to adhere systematicallyto an ethical framework of “alternate social andenvironmentally friendly practices” has been relativelysubdued in China until recently. This, they point out, isproblematic because the country is highly susceptible toenvironmental risk given its large population and rapideconomic growth.The government is very much aware of this situationand has introduced “better-implemented environmentalregulations” over the last five years, linking them tosustainability and “increasing competitiveness”. Theadvent of “the green hotel concept” in the Chinesemainland during the late 1990s eventually led to theChina National Tourism Administration implementinga nationwide “Green Hotel” standard in 2005. Yet eventhough such measures have enhanced the significanceof environmental management, the researchers pointto enduring criticism of the “hotel industry’s overconsumptionof energy and water and of poor wastemanagement practices”. A truly integrated practiceof sustainable development incorporating ecological,social, cultural, political and technological elements hasyet to emerge.To what extent have sustainable practices been put towork in the Chinese hotel industry? The researchersmention that the internationally high levels ofgovernment ownership or control of hotels in China,and the relatively low levels of privately owned chainhotels, has meant that government regulations havehad a significant effect. However, the number of hotelsclaiming to have environmentally friendly practices issubstantially larger than the number in which specificpractices are in place.An Environmentally Troublesome SettingThis is hardly a sustainable situation, especially withincreased levels of corporatisation and decentralisationin government-controlled hotels and the resultant“poorly defined patterns of authority”. The researchersthus sought to determine “the degree to whichenvironmentally aware practices are being adopted” athotels in locations experiencing environmental problems.The target locations had to be both tourist destinationsand close to polluted lakes, which would increase the“external pressures for the adoption of environmentalgood practices as a partial expression of corporate socialresponsibility”.The locations chosen all suffered from what theresearchers describe as “serve forms of water pollution”.They surveyed 121 hotel managers, including 28 inBeijing close by Huairou Lake and Miyun Reservoir,29 in Kunming close to Lake Dianchi, 32 in Shuzhounear Lake Tai and 32 in Wixu again near Lake Tai. Theenvironmental problems ranged from excess nutrientscausing algal blooms to high toxin levels, and theresearchers understandably posited that the hotelierswould be well aware of “the need to adopt appropriatepolicies”.Using a questionnaire that emphasised specific“environmental measures rather than overall strategicSchool of Hotel and Tourism Management 9

Volume 4. Issue 1. Feb 2010Research Horizonsissues”, the researchers gathered important informationon “perceptions of government enforcement ofregulations and green practices in hotels”.Perceptions Outstrip PracticeThe most immediately significant finding is that thehotel managers considered an insistence on energy-savinglight bulbs and the use of card-control systems to turn offlighting and air-conditioning in empty guest rooms wasan adequate energy saving policy. They also perceived thebenefit of staff training to reduce energy use, and thuscosts. This focus on cost savings is a common justificationfor environmental policies, but the managers alsoperceived the importance of local governments enforcingenergy saving and anti-pollution measures.However, the researchers also mention that the responsesto questions about “practices that caused potentialpollution” were more positive than expected. In otherwords, even though their hotels were in environmentallythreatened locations, the managers were not alwaysworried about worsening the situation.There was an overall slight agreement with theproposition that business could be harmed by pollutionof the local environment, but the managers thoughtthat staff turnover and poor regional promotion hada marginally greater impact on their businesses. Theywere nevertheless more aware of local environmentalissues than, for instance, hoteliers in Hong Kong,largely because their locations made those issues difficultto avoid. Yet the researchers also note that there wasa degree of scepticism about environmental issues ingeneral, although this in turn was moderated to anextent by the belief that solutions could ultimately befound through “human ingenuity”.Impression ManagementAs the managers were not entirely consistent in theirresponses, the researchers note that “the closer the datawere examined, the more difficult it became to interpret”them. Yet two confounding patterns were apparent: onein which the questions measured “real attitudes” and asecond in which the respondents’ personalities were atplay, infusing the answers with scepticism, optimismand pessimism.The results, caution the researchers, reflect “perceptions,which may not be actual practices”. Given the socialand administrative pressures within the Chinese hotelindustry, “impression management”, or the desire tooffer socially and politically acceptable answers, “may bea key in understanding Chinese managers’ sensitivities”.Good Practice for the FutureStill, this impression management could not mask anobvious enthusiasm for energy saving measures “wherecost advantages are perceived”. The researchers thussuggest a “two-pronged approach to the generationof good practice”, combining energy saving initiativesand “a public policy that envisages penalties for poorpractice”.As concerns over environmental degradation in Chinabegin to impinge “on the consciousness of managementand possibly consumers to levels not previouslyexperienced”, the researchers conclude that the “collectivesensitivities that exist within Chinese culture” are likelyto enhance responses to the ever-more pressing issues ofenvironment protection.Points to Note■ China’s rapid development is creatingsignificant environmental problems.■ Hotel managers are aware of the situation, butnot always active in combating it.■ Impression management could explain whyperceptions and practice diverge.■ A focus on energy-saving measures andpenalties for poor practice will promote activeenvironmental management in Chinese hotels.Gu, Huimin, Ryan, Chris and Chon, Kaye (2009).Managerial responsibility, environmental practice,and response sets in a sample of Chinese hotelmanagers. Journal of China Tourism Research, Vol. 5,pp. 140-157.10School of Hotel and Tourism Management

Research Horizons Volume 4. Issue 1. Feb 2010Unevenness Revealed in Early Resident Supportfor Beijing OlympicsBeijing residents were mainly positive about the2008 Olympics during the preparation stage, showsthe SHTM’s Dr John Ap in a recently published coauthoredresearch paper. Yet there were also minor butnoteworthy reservations about some of the expectedsocial-life impacts. Given the growing significance ofsuch mega-events, the researchers suggest that publicrelations efforts and future preparation strategies behoned to ensure the informed and sustainable supportof all stakeholders.Understanding Mega-EventsWith the growing significance of event tourism aroundthe world, major sporting contests are becoming morealluring to host countries and cities. A good deal ofattention has been paid to how such mega-events aremarketed and managed, and to their economic effects,but little has been paid to their “social, cultural andenvironmental impacts”.Not everyone experiences a major event in the same way,with differences in levels of economic development,socio-cultural factors and political systems as possiblepoints of divergence between countries. The researcherssuggest that developing countries such as China havemajor competitive disadvantages to overcome – suchas the lack of sufficient infrastructure – which weighheavily on perceptions of any events they host.To combat this bias, the researchers take a “socialrepresentations” approach, accepting that mega-eventsoccur “within a dynamic process of interaction andcommunication”. They focus on the “thinking society”in which individuals shape and are shaped by experiencewith similar events, the media and social interaction,whereby convention and memory can be more importantthan reason.The preparations for the 2008 Beijing Olympics providedan ideal testing ground for this approach, because theGames where viewed domestically “as a landmark thatprovides a means for narrowing the cultural distancebetween China and the outside world”. The researchersset out to identify residents’ attitudes and opinionstowards the Games around two years before they wereheld, with the aim of providing organisers with insightinto public concerns about the planning and preparationstages.Beijing Residents SurveyedFollowing a pilot study that confirmed the feasibility oftheir approach, the researchers engaged a professionalsurvey company to contact Beijing residents by telephone.With 1,165 residents agreeing to be interviewed, theyobtained a rich cross-section of descriptive informationon perceptions of the Olympic Games in general and ofthe possible impacts on Beijing in particular.Encouraging initial findings were that 92% of theinterviewees “believed the Olympic Games would bringmore positive than negative impacts” and that 96%indicated their overall support for the event. The latterfinding echoes the 94% level of support for the Gamesexpressed by Beijing residents in a survey conductedduring 2001 by the Beijing Olympic Games OrganisingCommittee.Yet the researchers note that “similar impacts fromother tourist development projects would normallyevoke a more concerted negative reaction from thehost community”. They suggest that a certain level ofconformity may have been at work, with more positiveanswers chosen to “please the interviewers”. There isalso a possibility that the Confucian tendency towardsseeking consensus played a role in the responses.School of Hotel and Tourism Management 11

Volume 4. Issue 1. Feb 2010Research HorizonsRegardless of such motives, it remains likely that therewas a genuinely “high level of enthusiasm and supportfor the Olympic Games”. The researchers identified fourmain perceived impacts on Beijing. Social-psychologicalfactors covered such concerns as bringing the communityclose together. Social life factors included worries aboutnoise and damage to the natural environment. Urbandevelopment factors encompassed possible changesin the built environment, such as an improved cityappearance. Economic factors took in increased businessand employment opportunities.Embracers and ToleratorsWithin the general enthusiasm for the Games, theresearchers detected an interesting split, with 88%of interviewees considered “embracers” and 12%considered “tolerators”. The embracers expressed “ahigh degree of favourable perceptions towards theGames”, and included both “optimistic embracers”and “embracers with reservations” who were slightlymore concerned about social impacts and “valued theeconomic impacts less”. The tolerators, in contrast, weremuch more concerned about changes in social life “suchas the Games’ disruption of residents’ tranquillity andthe potential increase in crime”.Other differences between the embracers and toleratorswere their “satisfaction with government performance,their attitudes on tourists visiting Beijing, and workexperience in the tourism industry”. Curiously, thetolerators were more likely than the embracers to havework experience in the tourism industry but were “lesswilling to see more tourists in Beijing”.Better Aligned Perceptions CrucialGiven the generally positive perceptions of the Gamesand their impacts, the researchers suggest that Beijingresidents could have “perceived that the Olympics wouldonly affect their everyday lives to a limited degree”. Yetthe small group of tolerators were clearly worried aboutexactly the same thing. Both of these reactions are likelyto have been a result of too little public information beingavailable during the planning and preparation stages ofthe Games, a point that future mega-event organisersshould consider.The researchers point out that widespread awareness of theextent to which a mega-event will affect the host societyis a crucial consideration for event planners, because thesuccess of their efforts is based to a certain extent on“every stake-holders’ active support and involvement”.Crucial to gaining that support would be specificmessages targeted at both embracers and tolerators,encouraging the former to maintain enthusiasm and thelatter to be more supportive.From this perspective, a combination of “top-down andbottom-up development planning approaches” couldbetter align residents behind mega-events. At the mostbasic level, this would involve “public seminars andconsultations” to “involve residents in the planningprocess”.The researchers conclude that differences in perceptionsare always “worth bearing in mind”. So, too, are changesin perceptions over time. They are currently analysingthe results of a follow-up study conducted one yearafter the event to determine just how lasting were thepositive perceptions of the Olympics amongst Beijing’sresidents.Points to Note■ Residents’ perceptions of mega-events are rarelyconsidered.■ Beijing residents overwhelmingly supported theOlympic Games.■ However, that support came from both‘embracers’ and ‘tolerators’.■ Combining top-down and bottom updevelopment approaches would help to removesuch distinctions.Zhou, Yong and Ap, John (2009). Residents’ perceptionstowards the impacts of the Beijing 2008 OlympicGames. Journal of Travel Research, Vol. 48, No. 1,pp. 78-91.12School of Hotel and Tourism Management

International Collaboration13Tourism is considered a major contributor ofgreenhouse gas emissions, but how awareare individual tourists of the role they play, andhow willing are they to change their behaviour?A large-scale, PolyU-funded internationalcollaborative study, carried out by the SHTM inassociation with James Cook University (JCU) inAustralia, is set to find out.SHTM Professor Bob McKercher, Co-PrincipalInvestigator of the study with Professor Bruce Prideaux ofJCU, emphasised the overwhelming support the project hasreceived. A total of 63 universities in 23 economies agreedto collaborate, returning nearly 3,000 surveys completedby tourism and hospitality students.“International collaborative research in the area of tourismand the environment is scarce”, Professor McKercherexplained. “Sixty-plus universities working together shouldproduce some very interesting results that I think will setthe benchmark for future research on climate change andtourism.”The survey data were collected from February to June2009, and preliminary results have been presented at severalconferences, including the May 2009 UNWTO UlyssesConference on Innovations in Education in Madrid.Climate ChangeUnder the SpotlightGlobal warming and climate change emerged asthe dominant global environmental concernamongst the students surveyed. Two-thirdsof the students said they had changed theirbehaviour in the past three years to reduce theirenvironmental impact.Nearly 90% of the students believed tourism is possiblyor definitely a major contributor to global warming andclimate change. Yet, only 12% had altered their travelbehaviour, suggesting that much can be done in this area.Ms Sharon Pang, a Doctor of Hotel and TourismManagement student who is analysing the data as partof her studies, found that the male and female studentsdiffered significantly in their views, but that the attitudesof the male students were consistent across all economies,whereas the attitudes of the female students variedsignificantly by country of origin.“Tourism and hospitality students are going to be keydecision makers and key informants”, Professor McKerchernoted. “Their attitudes and level of awareness are thus ofgreat importance.” The next step, he said, is to follow up“this benchmark, baseline study” with more sophisticatedresearch to further explicate its findings. “This is just thebeginning of a, probably informal, global coalition lookingat issues related to tourism and climate change.”School of Hotel and Tourism Management

14 Mainland ProgrammesStudents Glimpse a Quality Futurein ShenzhenKeenly aware that the surgingdemand for tourism in themainland must be matched bya responsive pool of top-qualityprofessionals, SHTM AssociateDirector Professor Cathy Hsuspoke to around 600 mainlandprogramme students, prospectivestudents, academics andindustry leaders at the ShenzhenPolytechnic on 20 November. With a theme of service quality management inthe hotel and tourism sectors, current BA in Hotel and Catering Managementstudents, in particular, were treated to a vision of their future.“Service employees are the service”, Professor Hsu stressed, noting that qualityservice gives customers an enduring sense of an organisation’s overall quality.She outlined four common misconceptions about quality that need to beovercome: the notions that quality equals higher costs, expense, luxury andreduced productivity.Professor Hsu went on to explain that any service organisation, whether a quickserviceoutlet or a five-star hotel, can enhance quality at very little cost by knowingwhat customers expect, selecting the right service designs and standards to meetexpectations, delivering those standards and matching performance promises.Compared to goods, she said, services are characterised by intangibility,heterogeneity, perishability and simultaneous production and consumption. Asthey are intimately involved in the service delivery process, it is very importantto remember that “customers have choices!” The challenge, Professor Hsuemphasised, lies in getting customers to choose a service that they know willsatisfy them.Although different from customer satisfaction – which involves meeting customerwants, needs, expectations and perceptions of fairness – service quality directlyaffects it. Professor Hsu pointed to studies showing that customer satisfactionleads to customer retention, positive word of mouth and increased revenues.These determinants of survival and growth play crucial roles in shaping today’scompetitive tourism landscape.In short, quality service builds customer loyalty. Yet excellence never comeseasily, and Professor Hsu noted that it takes years to build a service culture.Still, doing so is a challenge that SHTM students in the mainland are uniquelypoised to meet.HORIZONS

SHTM News15In BriefTeaching Excellence RecognisedSHTM Instructor Ms Chloe Lau proudly accepted aPresident’s Excellence Award for Teaching 2008/09at a ceremony held on 27 November in the Jockey ClubAuditorium. One of only two recipients universitywide,Ms Lau received her award fromPolyU President, Professor TimothyTong. SHTMstaff membershave now beenhonoured withthis prestigious award twice, reinforcing the School’sexcellence in teaching.A committed educator with a passion for helping studentsgrow, Ms Lau has organised a broad range of learningexperiences for her students, including study tours andparticipation in conference preparation and management,amongst other innovative approaches.Her dedication is captured by a ‘CARE’ philosophy ofCreating opportunities for participation and appreciation,using Appropriate approaches for different subjects,Reinforcing industry practice in the teaching setting andEncouraging critical thinking.Ms Lau’s name and award title have been engraved on aplaque that will be displayed on campus for one year.PolyU President, Professor Timothy Tong (right) with SHTM InstructorMs Chloe LauResearch and Service AwardsTourism Trends DiscussedAlso honoured at the President’s Awards ceremony wereDr Wilco Chan and Dr Catherine Cheung, recipients ofthe Faculty/School Award for Excellence in Researchand Faculty/School Award for Excellence in Service,respectively. They received the awards from ProfessorAlbert Chan, Vice President (Research Development) andChairman of the SHTM board.PolyU Vice President (ResearchDevelopment) and Chairman ofBoard of SHTM Professor AlbertChan (right) and Dr Wilco ChanThe SHTM co-organised the 3rd UNWTO/PATAForum on Tourism Trends and Outlook held in Guilin,China, on 15-17 November. SHTM Director ProfessorKaye Chon gave important remarks at the openingceremony, and SHTM Associate Director ProfessorHaiyan Song spoke at the plenary session on the“Impacts of the Economic Crisis on Tourism in Asia”.Dr Thomas Bauer presented a timely paper on “ClimateChange and the Challenges of the Green Economy”.Professor Albert Chan andDr Catherine CheungSchool of Hotel and Tourism Management

16SHTM NewsThought Leader DialogueCo-organised by the Hospitality Sales and MarketingAssociation International (HSMAI) and the SHTM, theGreater China Hospitality Thought Leaders Forum washeld in Hong Kong on 25 November. Themed “FutureIssues in Sales, Marketing and Revenue Management:What Keeps You Up at Night?” the forum included atalk by Dr David Jones on “Recognising the CurrentGlobal Economic Crisis”. Professor Haiyan Song gavea lunch presentation on “Current Trends and FutureProspects of the Hospitality Industry in Asia”.Pearl River Delta Tour GuideSeminarDr Alan Wong was a keynotespeaker at the Pearl River DeltaTour Guide Seminar held inHong Kong on 18-19 September.An Honorary Advisor to the HongKong Association of RegisteredTour Co-ordinators (HARTCO),Dr Wong spoke about “The PortLecturer Programme for the Cruise Industry”. Theseminar attracted more than 100 tour guides from HongKong, Macau, Zhuhai and Gaungzhou.Staff UpdateMs Annabel Chan has joined theSHTM as Programme Manager(Chinese Mainland). Her duties includemanaging the School’s activities andprogrammes in the Chinese mainland,liaison with mainland partners,recruiting students from the mainlandto Hong Kong programmes, alumni activities in themainland and other Chinese mainland-related activities asassigned by the Director of the School.Reflections from Jinling ResortMs Angela Bo Yu, GeneralManager of the Jinling Resort,studied at the SHTM fromSeptember to November.The latest Jinling HoldingGroup executive to spend timeat the SHTM with a viewto gaining an internationalperspective on the MICEindustry, Ms Bo received acertificate of achievementfrom Professor Chon on 1 December. She remarked thather time with the School gave her “many opportunitiesto communicate with MICE experts” and allowed hervisit “the best Exhibition Centre in Asia”. The experiencewould definitely benefit her career in the future, she said.Mr Henry Tsui, previously an Assistant Designer at theSHTM, has been a Designer since 1 November.Mr Ning Siu Ping Andy joined theSHTM as Assistant Technical Officerof the Millennium Training Restaurantin November. He provides day-to-daytechnical support for classes, undertakesadministrative duties includingworkplace health and safety, handlesfood stock and supervises support staff.Mr Cheung Tien Wai, Tim has joinedthe SHTM as Assistant Officer ofthe Che-woo Lui Hotel and TourismResource Centre. He assists in planningand managing the daily operationsof the Centre, handling enquiries,updating and maintaining the existingwebsite and in-house databases, and organising publicityactivities.HORIZONS

MICE Education17Moving Ahead with MICEThe SHTM is pushing ahead with MICE initiatives. Following the School’slaunch of a pioneering BSc(Hons) in Convention and Event Managementconversion programme this year, a new MICE training centre and theachievements of students are highlighting an enthusiasm for excellence in thisgrowing field.Training Centre a First forRegionThe SHTM joined forces with Meeting ProfessionalsInternational (MPI) on 16 October to launch the region’sfirst MPI Global Training Centre on the PolyU campus.The new Centre will offer basic, intermediate and advancedcertificates to MICE professionals at different stages oftheir careers.SHTM Students Shine atICCA CongressTwo outstanding BSc Hotel Management students, ChloeHo and Sandy Hui, recently represented the SHTM at the48th ICCA Congress in Florence, Italy in November. MsHo and Ms Hui were amongst four students worldwide towin the ICCA’s first-ever Education Fund scholarship bywriting an essay and preparing a video clip on “Meetingsof the Future”.In addition to gaining valuable industry knowledgeand exploring the many cultural delights of Florence,the students took part in panel discussions on what willinfluence future meetings and whether the industry issending the right messages to educators and students.Dr David Jones (fifth from left), Professor Kaye Chon (sixth from left), MrBruce MacMillan, MPI President and CEO (fifth from right) and SHTMstudents“Meetings and conventions are fundamental componentsof a robust hospitality and tourism industry”, said SHTMDirector and Chair Professor Kaye Chon. The newtraining centre, he noted, would ensure that “the School ispositioned to lead the development of the industry’s futureleaders”.Both students expressed their appreciation for theopportunity to network with industry professionals andgain practical, hands-on experience. “I can now matchthe theoretical knowledge learnt in school with practicalexperience”, Ms Hui said.Ms Ho concurred, also emphasising her newfoundappreciation for “the entire conference process and behindthe-scenelogistics”. She now knows for sure that “theMICE industry is really challenging and exciting!”MPI boasts more than 24,000 members internationallyand has training centres in the US, Canada, France, Qatarand, now, Hong Kong. Chief Development Officer DidierScaillet said that the SHTM’s “many years of hospitalityand event management education experience” made it “aperfect fit” with his organisation’s goal of providing handsonprofessional education at the local level.The Training Centre will be launching a week long GlobalCertificate in Meetings and Business Events programmefor industry professionals in the near future.School of Hotel and Tourism Management

18Student ActivitiesStudent DynamismSHTM StyleThe SHTM’s students are out of the ordinary. Their inquisitiveness, creativity,innovation and pursuit of excellence shine through, as recent and ongoingactivities attest.Korea Trip ProvidesContext for LearningHalloween Design a WinnerA group of five students from the Convention VenueManagement course had the valuable opportunity ofputting their classroom learning into context during a visitto three venues in South Korea on 9-12 September. Onthe agenda were the Busan Exhibition and ConventionCentre, the Changwon Exhibition and Convention Centre(CECO) and the COEX Convention and ExhibitionCentre.Accompanied on the trip by academic staff membersDr Jinsoo Lee, Ms Chloe Lau and Ms Alice Chan, thestudents were particularly excited to discover that CECO’smarketing manager is an SHTM alumnus.During informative and lively discussions with themanager, the students learned that the five-year old venuehas allowed Changwon to “capture the full economicbenefit of attendees and meeting planners” through itslocation adjacent to such facilities as a hotel, an eightstoreyshopping mall, offices and apartments.Group Photo at CECOGroup Photo at BEXCOFrom left to right: Ms Michelle Chau,Mr Winston Li and SHTMInstructor Mr Joey WuA team of students from the Attractions Managementcourse were honoured with first prize in Ocean Park’sHalloween Bash Haunted House Design Competition lastyear. Their ‘Purgatory Express’, used during the themepark’s Halloween celebrations, won them a nine-daytrip to the Haunted Attraction National Tradeshow andConvention in Milwaukee, USA.Michelle Chau, who with teammate Winston Li createdthe award-winning concept, said she particularly relishedapplying classroom theory: “provide something relevant tothe market you serve is a theory we learnt in AttractionsManagement. We chose the MTR, which is familiar tolocals, and distorted it into the Purgatory Express for ahorrifying effect”.Working with the Ocean Park team was also invaluable,Michelle said: “I now recognise that creativity, criticalthinking and detailed planning are of critical importancein the entire industry”.HORIZONS

Student Activities19Rooftop FarmingSHTM Hotel Managementstudents took a novel approachto foodservice entrepreneurshipin November with PolyU’sfirst rooftop farm. Aware of theincreasingly limited space in urbanareas and the need to explore environmentally friendlysolutions, the students were tasked with developing acomplete foodservice chain approach. Their experimentalplot between the Shaw Sports Centre and the Fong ShuChen Building grew selected herbs, vegetables and fruit inpots and hanging baskets.Food and Beverage NotJust Hard WorkWorking in a kitchen has always been thoughtof as a hot, demanding and a stressfuljob. Students completing the BSc inHotel Management programme have tofind out whether this really is true by showing their skillsand knowledge in the areas of both food and beverageproduction and restaurant management.During their Food and Beverage Operations I course,students are gradually introduced to kitchen operationsthrough classes that teach practical and management skills.This process cumulates in a final practical exam in whichthey are given a set time to prepare, cook and present afood item for an à la carte menu. The students are assessednot only on their practical ability but also on their timemanagement and organisational skills.This is a very important point, because it is those skillsthat students are expected to develop in further food andbeverage classes as they progress through their studies.They will also need them honed and ready when enteringthe workforce. The ability to manage time and structurea time plan that takes into account the specific item to beprepared allows the use of knowledge when working eitherindividually or in a team during a management operation,regardless of where the individual is located in a hotel orrelated hospitality businesses.SHTM students – rooftop farmingWith green rooftops around the world promising to bea substantial source of urban food production for thecatering industry in the years to come, the student efforthad a practical outcome. The crop of greens was servedas part of a very successful dinner in the MillenniumTraining Restaurant. SHTM Associate Director, ProfessorCathy Hsu praised the students at the dinner, welcomingthe successful solution to a pressing concern.Time management and organisation is both a challengeand a true student achievement. Food and beverage is anexciting area of work in any hotel, and the SHTM strivesto show students that it is not all blood, sweat and tears.SHTM students in actionSchool of Hotel and Tourism Management

20 Elite of the EliteStudentsRewarded forEach semester, SHTM students with GPAs of 3.7 orabove receive Student Achievement Awards. On 29October last year, 55 outstanding students attended anElite of the Elite presentation ceremony at the MillenniumTraining Restaurant.The SHTM would like to extend its congratulations tothose students who excelled during semesters two and three2008/9:BSc(Hons) inHotel ManagementCHAN Kwok Yee GloriaCHEUNG Wing YinCHOI Hing YingHU KeweiHO Tung LokLEUNG Nga Yin FionaLEUNG Pui ChungLI TingLI Xiu HuiLIANG YinghuiLO AmiPENG XiaxiExcellenceBSc(Hons) inTourism ManagementFUNG Kam TingKWOK WenzLEI ElkieLEUNG Chung YanOLIVER Kathleen MaryTO Wing KiTSE Ka YuTUEN Chun TungYAN Kam ShanYIP Hon MingBSc(Hons) in TourismManagement (Conversion)WONG Pui ChuWONG Pui FongBSc(Hons) in HotelManagement (Conversion)CHENG Ka Ying StephanieCHOW Hay ManCHU Pak Ying ConnieLEUNG Yiu ChungTSE Ka YanWONG Ho KiYAN Lai YeeBA(Hons) in Hotel andCatering ManagementCHENG Yi TingHUNG Siu YingKWOK Sheung YiMAK Chi HangSO Choi ManSO Wai KiHigher Diploma inHotel ManagementLEE Yuk HoLEUNG Mei WunMAN EmilyNG Wai FungWONG Ho YanHigher Diploma inTourism ManagementAU Ting-chiCHENG Yi TingHUNG Siu YingKWOK Sheung YiLAU Yuen Tung ConnieLEE Wai YinMAK Chi HangSO Choi ManSO Wai KiTANG Yi KaYAU Tsz YanYIP Che WaiYU Fei ManHORIZONS

SHTM Alumni Association21Memorable Moments Shared By AllThe SHTM Alumni Association has been as busy as ever over the last sixmonths, networking, sharing memorable moments and making a differencein the community. Read on for the highlights ...Time in the CommunityTai Po was the scene of an important volunteer efforton 5 September when more than 40 members of theAlumni Association held a Community Day at the HongChi Pinehill Integrated Vocational Training Centre.The alumni spent time with intellectually disadvantagedstudents who are being trained to work in the hospitalityindustry. A series of activities with the students provided avaluable experience for all.New Venue HonourAround 100 alumni members, industry partners andfaculty members gathered on 15 October for a HappyHour Gathering at Traders, a recently opened Italian andJapanese restaurant at the Hong Kong Convention andExhibition Centre. Association External AffairsSecretary, Mr BensonTang, said that “wewere so honouredto be able to hold afunction there” as theAssociation was oneof the first groups todo so.ChocolateDelight at AzureRestaurantGathering at Hotel LKF in Centralon 15 November, Association members and their familiesspent an afternoon sipping tea and making chocolate atAzure Restaurant, described by Tatler magazine as HongKong’s best in 2008. Aside from the tea and delicioussnacks, participants were treated to a chocolate makingadventure with the restaurant’s chef. It was, said Mr Tang,a “fun activity”.Christmas CheerAssociation members experienceda change of scene on 17 Decemberwith a Christmas Wine Dinnerat the Hong Kong Jockey Clubin Happy Valley. The well-attendeddinner just a week before Christmas featured a six-coursemenu with seven wines of different styles at one of thefacility’s newly renovated restaurants.Led by a renowned wine expert, members learned aboutcomplimentary food-wine pairings that brought out thedistinct flavours of each dish. This was a time to relax, havefun and enjoy the finer things in life!Member Get MemberProgrammeAs the new year gathers pace, now is a perfect time for allAssociation Members to join the Member Get MemberProgramme. All members who recruit two or more newmembers receive fantastic rewards. This is an excitingopportunity to expand the Association and the SHTM’sAlumni network. Further information is available at http://www.acad.polyu.edu.hk/~hmweb/shtmaa/.School of Hotel and Tourism Management

22 Alumni Association NewsAlum-notes1990s2000sAlum-notesMs Haylis Cheung Kwai Wan HD 1992 received an MA in Strategic HospitalityManagement from Middlesex University-Hendon in 2008. She is currently Directorand Group General Manager – Sales and Marketing of the OYC Hotel Group.Mr Kan Chung BA 1992 is General Manager of the Harbourview Hong KongHotel.Ms Veronica Chan BA 1994 is General Manager – Commercial of Club Med (HongKong) Limited.Mr Ronnie Leung BA(Hons) 1998 is a Manager at Hoi King Heen, part of theInterContinental Grand Stanford Hong Kong. Since 2005 he has also been a Sector/Subject Specialist with the Hong Kong Council for the Accreditation of Academic andVocational Qualifications.Mr Henry Law HD 2002 is Catering Manager of the Royal Garden.Mr James Hwang HD 2004 is Assistant Front Office Manager at the Peninsula HongKong.Ms Linda Yu MSc 2006 is Director of Sales for Hullett House.Mr Percy M Ngwira BA(Hons) 2007 was the first SHTM BA student from Africa. Heis the Regional Tourism Standards Inspector with the Zambian Ministry of Tourism,Environment and Natural Resources, and founder and CEO of Peco Travel Tours.Ms Daisy Wong BA(Hons) 2007 is Assistant Contracting Manager of the HotelbedsAccommodation and Destination Service, part of the TUI Travel PLC Group. She iscurrently in charge of contracting hotels in Hong Kong, Macau and Taiwan.Ms Hiroko Kobayashi MSc 2008 is Planning and Public Relations Officer at OkuraHotels and Resorts in Japan.Ms Ami Lo BSc(Hons) 2009 is an Account Executive at Impact Asia, providing PRservices and event planning and production to clients in many countries.Ms Chung Po Lam Shirley BSc(Hons) 2009 is a PSO and Control Assistant for ThaiAirways International.Ms Macy Ng BSc(Hons) 2009 is undertaking a one year training programme withthe Human Resources Department of the Landmark Mandarin Oriental.Mr Squall Song BA 2009 is Assistant Training Manager at the Kerry Centre Hotelin Beijing.Ms Winnie Wong BSc(Hons) 2009 is undertaking a one year training programmewith the Rooms Department of the Landmark Mandarin Oriental.HORIZONS

Professor-for-a-Day Programme23Many Thanks to Our Professors for a DayThe SHTM offers its heartfelt thanks to the distinguished industry professionalswho recently served as professors for a day.Speaker Title and Company TopicMr Raymond CHAN Chairman, Hong Kong Wine Limited Wines from EuropeMr William CHANDeputy General Manager in Distribution and Planning,Hong Kong ExpressThe Introduction of ATLA, Designation and Capacity Allocation;Government Policy and Slot Clearance;Change of Business Model, from a ‘Feeder’ Carrier to aRegional Carrier;New Route Development, Hong Kong Express Opportunitiesand Challengers;Hong Kong Express Long Term Plan Including Freighter andPassenger Long Haul OperationMr Darius Jal CHIBBER Executive Director – Asia Pacific, Air India Airline Marketing in the Current Challenging EnvironmentMr Eric CHOUIn-flight Service Manager,Cathay Pacific Airways LimitedAirline Labour RelationsMs Sunny W. S. CHOW Manager, Hong Kong Wetland Park Visitor Management in the Hong Kong Wetland ParkMr Charles CHUHead (Competition Events),2009 East Asian Games (Hong Kong) LimitedEvent OrganisationMr Coleman CHUIDirector of Human Resources,Four Seasons Hotel, Hong KongBest Practices of Human Resource Management: ExperienceSharing and Insights from the Four Seasons HotelMr Kan CHUNG General Manager, Harbourview Hong Kong Hotel The Challenges Faced in the Hotel Industry in Hong KongMr Nixon CHUNG Managing Director, Camloy International Limited International Human Resource ManagementMr Anthony COSTA General Manager, Landmark Oriental Hotel Challenges of Managing a Luxury Hotel in Today’s EnvironmentDr CUI FengjunMr Lincoln DAVISDeputy Director,Zhejiang Provincial Development and Reform CommissionDirector of Quality Management,InterContinental Grand Stanford Hong KongSales and MarketingDriving Towards Excellence – Quality Management at theInterContinental Grand StanfordMr Eric DU General Manager, the Dragon Hotel Hangzhou Redevelopment of The Dragon from a Financial PerspectiveMr Michael DUCK Senior Vice President, UBM Asia Limited Key Elements of Successful ExhibitionsMr Greg EILMANN Instructor, SHTM Asset Management in the Hotel IndustryMr Paul FOSKEY Executive Vice President, Marriott International Hotel Development Strategies of Marriott InternationalMs Chloe FUNG,Ms Cyrina CHANMr Vincent FUNGMr Richard HATTERMr Stephen HOMs Angelina LEEMs Cicy NGMs Cathleen JIAOMr Maurice KONGMs Carmen LAMMs Annette LAUMs Cynthia LAMAssistant Training Manager; Director of Catering;Marco Polo Hongkong Hotel Gateway PrinceAssistant Commissioner for Tourism,Tourism Commission, HKSARGeneral Manager, PolyU Teaching and Research HotelSenior Vice President; Senior Manager; Senior Manager;Starwood Asia Pacific Hotels and ResortsAssistant Director of Human Resources, Shangri-La Hotel,XianDirector of Food and Beverages,Hong Kong Convention and Exhibition CentreManaging Director; Implementation Consultant;MICROS-Fidelio Hong Kong LimitedSenior Training Officer,Equal Opportunities Commission, HKSARHotel Catering Presentation and Unique Foodservice ConceptIntroduction to the Beer FestivalTourism Policies and Latest Developments in Hong KongA Strategic Approach to Managing and Leading the PolyUHotel with Particular Reference to it being a Teaching andResearch EstablishmentThe Development and Pre-Opening of the PolyU HotelHotel Development Strategies of StarwoodHotel Training and Development and Quality Customer ServiceManaging Foodservice Operations in Hong Kong Conventionand Exhibition CentreSystems Used by Hotel and Venue Sales PeopleEqual Employment Opportunities in the Hotel and TourismIndustrySchool of Hotel and Tourism Management

24Professor-for-a-Day ProgrammeSpeaker Title and Company TopicMs Linda LAW Group Administration Director, Step by Step Limited Employment IssuesMr Andrew LEEMs Mandy LUKDirector – Business Ventures; Senior Manager – BusinessDevelopment; AsiaWorld-ExpoHow to Organise a Successful MeetingMr Esmond LEE Deputy Secretary, Transport and Housing Bureau, HKSAR Hong Kong’s Aviation PolicyMs Vivian LEE Director of Marketing, Ocean Park Consumer Behaviour in Travel and TourismMs Anne LICompany General Manager,Pico International (Hong Kong) LimitedExhibition ManagementDr Gang LI Deakin University Data Mining Applications in TourismMs Casey LIUChief Representative,Hong Kong and South China, Switzerland TourismInternational Tourist Destination – Europe (Switzerland)Captain Victor LIU Chief, Flight Standards, Civil Aviation DepartmentSystematic and Cooperative Approach for Aviation SafetyManagementMs Karen LOManager, International Representative for Hong Kong,Royal Caribbean International, Celebrity Cruises and Introduction of Royal Caribbean InternationalAzamara CruisesMr Robin LOKERMAN President MCI – Asia Pacific Convention Industry in the Asia Pacific: Trends and ChallengesMr Dino LUIGeneral Manager, Service Delivery, Jardine AviationServicesHong Kong Airport Service and its Future Development TrendMs Kelly MAKHead of Marketing and Customer Services,Madame Tussauds, The PeakIconic Developments to Enhance the Competitiveness of HongKong as an Urban DestinationMr Tom MEHRMANN Chief Executive, Ocean Park Visitor Management in the Ocean ParkMr Ramin MEMARMs Emily WONGMr Garry HUIMr John DOCHERTYMr Stuart HENWOODMr CHAN Kam WahGeneral Manager; Marketing Director; Marketing Executive;Sales Manager; Area Sales Supervisor; TechnicalSupervisor; Heineken Hong Kong LimitedSuper Brand and Trends within the Hong Kong Beer Marketand Around the WorldProf Jamie MURPHY Professor, University of Western Australia Perceived Justice in Email Service RecoveryMr Wee Kee NGMs Jenny S. Y. SOMs Kitty WONGMr Michael MANDirector of Corporate Loyalty and Partnership Marketing;Shangri-La HotelsGeneral Manager; (Marketing) Sales Division; Businessand Product Development;Leung Yick Company Hong KongShangri-La CRM StrategiesBeverage Marketing and Consumption Trends in Asia andWorld-WideMr Nigel A. SUMMERS Director, Horwath Asia Pacific Hotel Development ConsultingMr Kingston SUN Manager, Tourism Research, Hong Kong Tourism Board Tourism ResearchMr Fred TIBBITTS, Jr. President and CEO, Fred Tibbitts and Associates Introduction to Foodservice OperationsMr Arthur WANG Managing Director, Inno Hospitality Limited Hong Kong Visitor Management in the Hotel IndustryMr Ray WANGMs Amanda WONGDirector of Channel Marketing,OCT International Hotel Management Company LimitedFront Office Manager, Grand Hyatt Hong KongMr Peter WONG The Silk Road Hotel Hotel Industry in ChinaMr Timme WOOMr Ken CHUAssistant Food and Beverage Manager; BeverageManager; The Hong Kong Jockey Club Happy ValleyRacecourseManaging Hotel Distribution in Mainland ChinaMr Paul WOODWARD Regional Manager, Asia-Pacific, UFI Exhibition ManagementClub Floor Management – The Case of Grand Hyatt HongKongBar Management Operations – An Inside Look at MultifacetedRace Club OperationsProf Qiang YE Harbin Institute of Technology The Impacts of e-Word-of-Mouth on Hotel Online SalesMr Ricky YEUNGFront Office Manager, Hong Kong Disneyland HotelRooms Division Management at Hong Kong Disneyland’sHotelsHORIZONS

Calendar of Events25Upcoming EventsDate Event Organiser(s) Contact(s)24 March SHTM Career Day, SHTM Tony Tse2010 Hong Kong Email: hmttse@polyu.edu.hk4-5 May International Convention and SHTM and the Joy Kang2010 Expo Summit, University of Nevada, Email: ICESprogram@unlv.edu.sgSingapore Las Vegas Website: www.unlv.edu.sg/ices2010(Singapore Campus)7-9 May Asia Tourism Forum 9th Taiwan Hospitality Ming-huei Lee2010 Biennial Conference on Tourism and Tourism College, Email: mhlee@mail.tht.edu.twand Hospitality Industry in Asia: Jinwen University of Kaye ChonDevelopment, Marketing and Science and Technology, Email: hmkchon@polyu.edu.hkSustainability, Hualien, Taiwan and SHTM Website: http://atf2010.tht.edu.tw3-6 June 8th Asia Pacific CHRIE Asia Pacific CHRIE Manat Chaisawat2010 (APacCHRIE) Annual Email: manat@phuket.psu.ac.thConference, Bangkok, ThailandWebsite: www.apacchrie2010.org6-8 July 9th Asia Pacific Forum Graduate School of Malcolm Cooper2010 for Graduate Students’ Research Asia Pacific Studies, Email: cooperm@apu.ac.jpin Tourism, Beppu, Japan Ritsumeikan AsiaPacific University13-16 July 16th APTA Annual Conference, Asia Pacific Tourism Yeong-hyeon Hwang2010 Macau SAR, China Association (APTA) Email: dryeong@dau.ac.krWebsite: www.apta.asia28-29 4th International Forum on SHTM and Jinling Qu XiaoSeptember China Hotel Brand Development, Hotels and Resorts Email: hmqxiao@polyu.edu.hk2010 Nanjing, China CorporationSchool of Hotel and Tourism Management

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