HOTEL INTERIOR DESIGN AND GUEST EXPERIENCE

Hotel Interior design and Guest Experience

Table of Contents

Chapter 1: Introduction5

Background5

Objectives7

Aims of the Study7

Chapter 2: Literature Review8

Hotel Interior Design & Guest Experience12

Bitner Servicescape13

Servicescape Dimensions13

The Servicescape Model15

Layout Accessibility15

Facility Aesthetics16

Seating Comfort16

Electronic Equipment and Displays17

Cleanliness18

Perceived Quality, Satisfaction, and Behavioural Intentions19

Analysis21

The Customer Experience36

Management Tools40

Ambience—Key Concepts and Theoretical Assumptions42

Ambient Conditions45

Consequences of Ambience47

A Tentative Perspective48

Chapter 3: Methodology52

Chapter 4: Results and Findings54

Structure, Amount and Type of Ambience54

Antecedents of Ambience57

Consequences of Ambience63

Analysis of Findings66

Chapter 5: Conclusions74

References77

Appendix A:94

A.1.Interior design experts94

A.2. Hospitality companies95

Abstract

Customers always have an experience when they interact with a hotel. The question for managers is whether the hotel is prepared to systematically manage the customers' experience or simply hope for the best. The customers' overall experience —influenced by sensory and emotional clues—evokes a value perception that determines brand preference. Through experience management principles, hotels can interior design a composite of clues that resonate with customers and earn their loyalty.

Ambience has become a pivotal concern for tourism and hospitality managers worldwide. In an effort to improve the ambience, different groups of professionals are involved, in particular hospitality managers and outside experts, e.g. interior designers and architects.

Despite the wide management interest, there is an apparent lack of empirical research that addresses ambience and its role in hospitality settings. The author attempts to add to current knowledge by gaining deeper insights into what interior design experts and hotel managers understand by ambience and how they perform to improve the ambience of their establishments.

This study identifies important differences in the two groups' understanding of the importance of various ambience-enhancing factors (antecedents) and the benefits and risks associated with investing in ambience (consequences). These differences may influence priorities and cause conflicts. Managerial implications and recommendations to stimulate future research are offered.

Chapter 1: Introduction

Background

The development, design and operation of hotels and hospitality destinations is becoming increasingly attuned towards creating a branded and unique customer experience.

The first ten minutes of a guest's experience has the biggest impact of the entire stay, says Fay-Linn Yeoh, Brand Director Asia Pacific, Starwood Hotels & Resorts. Responsible for the Le Meridien and Westin Brands with her group's portfolio, Fay-Lin reveals that the customer experience is something that has become central to how the hotel business is being run today.

The challenge for brand, design teams and hotel operational managers is to achieve that perfect synergy that reflects the brand's values. That first ten minutes is the starting point. We have been looking at this for all our brands, seeing how we can touch upon all the senses. The first experiences leave the most important impressions, because they touch upon the subconscious, Yeoh reveals. It would seem that a smiling face and efficient service is no longer enough. Next time you find yourself in a hotel, breathe through your nose and ask yourself, does the scent fit? Each Starwood property has its own fragrance specifically developed to match the brand's values.

Along with scent, the interior design of the lobby is crucial for creating the guest experience, and reinforcing the hotel ...