Japanese Hotel Research Articles

JAPANESE AND INDONESIAN EXPRESSIONS OF HOSPITALITY AT HOTEL

The research discusses Japanese and Indonesian expressions of hospitality at hotels. It is necessary to know how to use Japanese and Indonesian expressions in hospitality, how to welcome guests in time of check-in check out in Japanese and Indonesian. The students can better understand their use when working in Japanese hotels. In addition, this research can provide knowledge to the students when participating in Japanese language professional certification competencies. The method used in this research is the descriptive qualitative method and the research aims to find a systematic, factual, and accurate pictures of the use of expressions in Japanese and Indonesian in the scope of hospitality at hotels; for welcoming hotel guests: Asisatsu no hyogen and Yobikake no hyogen, for serving guests check-in; Aisatsu no Hyogen, Irai no Hyogen, and Gimon no Hyogen and Aisatsu no Hyogen, for serving guests check-out. There is a slight difference between the expressions used in Japanese and Indonesian. In Japanese, they use Hantei Youkyuu no Hyougen to welcome guests to a hotel, but in Indonesian such expressions are not used. In Indonesian, the expression Hantei Youkyuu no Hyougen when serving guests to check-in is not used in Indonesian version.

An impact assessment of the COVID-19 pandemic on Japanese and US hotel stocks

This study proposes two new regime-switching volatility models to empirically analyze the impact of the COVID-19 pandemic on hotel stock prices in Japan compared with the US, taking into account the role of stock markets. The first model is a direct impact model of COVID-19 on hotel stock prices; the analysis finds that infection speed negatively affects Japanese hotel stock prices and shows that the regime continues to switch to high volatility in prices due to COVID-19 until September 2021, unlike US stock prices. The second model is a hybrid model with COVID-19 and stock market impacts on the hotel stock prices, which can remove the market impacts on regime-switching volatility; this analysis demonstrates that COVID-19 negatively affects hotel stock prices regardless of whether they are in Japan or the US. We also observe a transition to a high-volatility regime in hotel stock prices due to COVID-19 until around summer 2021 in both Japan and the US. These results suggest that COVID-19 is likely to affect hotel stock prices in general, except for the influence of the stock market. Considering the market influence, COVID-19 directly and/or indirectly affects Japanese hotel stocks through the Japanese stock market, and US hotel stocks have limited impacts from COVID-19 owing to the offset between the influence on hotel stocks and no effect on the stock market. Based on the results, investors and portfolio managers should be aware that the impact of COVID-19 on hotel stock returns depends on the balance between the direct and indirect effects, and varies from country to country and region to region.

Analysis of temperature preference of guests from various countries/regions during summer and winter in a budget hotel in Kyoto, Japan

Energy consumption by air conditioning in hotels is significant and continues to be an important topic in the building energy sector, although hotels do require a high level of thermal comfort. This study focuses on the temperatures that people prefer in Japanese hotels after traveling long distances across countries or regions. We measured room temperature and surveyed 299 Japanese guests, and measured room temperatures on 7,435 nights by Japanese and foreigners. We investigated the transient responses when guests entered a room while resting, sleeping, and waking. Zero heating and cooling costs were directly paid by guests, who were allowed to freely set their preferred temperature. Five interesting findings have emerged from this study. First, there were no significant differences in the temperatures preferred in hotel guest rooms by the Japanese respondents who lived in different regions. Second, Japanese respondents preferred a “cool” environment in summer and a “warm” environment in winter. Third, Japanese respondents tended to prefer “dry” to “moist” in both summer and winter. Fourth, the preferred temperatures differed between summer and winter. Fifth, the preferred temperatures in the same hotel varied depending on the country or region of origin of the respondent, and were not necessarily higher in summer than in winter.

Effects of revenue management on perceived value, customer satisfaction, and customer loyalty

Revenue management aims to maximize financial performance by setting different prices for the same offerings. However, such practices may deteriorate the nonfinancial performance of customer relationship management such as perceived value, customer satisfaction, and customer loyalty. Furthermore, revenue management tends to set higher prices during periods of peak demand or congestion. Congestion may negatively affect service quality and result in lower perceived value, customer satisfaction, and customer loyalty. Thus, revenue management may have dual negative effects on customer relationship: objective price and occupancy rate simultaneously and negatively affect the nonfinancial performance of customer relationship. Using the panel data of 18 hotels from a Japanese hotel chain company within 16 months, this study reveals the dual negative effects, which, to the best of my knowledge, have never been shown by literature. Hotel companies, when employing revenue management, should consider the tradeoff between short-term profitability and long-term customer relationship.

Experience of creation and development of international hotel chains (using the example of hotel chains “Okura Hotels and Resorts” and “Prince Hotels and Resorts”)

Okura Nikko Hotels is a Japanese hotel chain, the development of which began with seven hotels and the rapid coverage of the international market of hotel services, becoming a player in the hospitality industry in America, Europe and Asia with the predominant development of hotel services in Japan. Its activities are aimed at rapid development and high quality of service, contributing to economic stability and sustainable development in the hotel services market around the world. The article also presents an analysis of the development of the Prince Hotels and Resorts hotel chain, the main stages of the growth of the hotel chain, its geographical location, as well as the main features of sustainable development.

Research on the Foreign Direct Investment Factors of Japanese Hotel Industry in Taiwan-Taking Okura Hotel as an Example

Due to the impact of COVID-19 in 2019, the global hotel industry has been severely impacted by the disconnection of the tourism industry. However, even with the impact of the epidemic, the Japanese hotel industry’s investment in Taiwan has not stopped. What are the factors that drive the Japanese hotel industry to defy the threat of the epidemic and choose Taiwan as its destination for foreign direct investment? This is the research goal of this article. This article intends to adopt Push-Pull-Mooring (PPM)migration theory to construct the possible factors of why the Japanese hotel industry chooses Taiwan as its foreign direct investment destination. These factors consist of three effects to describe Japan Okura hotel’s migration. First, the push effect refers to factors that induce people to leave their place of origin. Second, the pull effect refers to factors that attract people to a destination. Third, the mooring effect refers to intervention variables for push and pull effects that facilitate or inhibit the determination of movement. The finding is that push and pull factors still play an active role in promoting Okura Hotel’s investment in Taiwan, even if the influence of some factors is slightly reduced due to the shift in international conditions. With the development of globalization and high technology, mooring factors are no longer the reason that hinders Japanese Okura’s investment in Taiwan. Combined with push and pull factors, PPM migration model can fully explain why the Japanese hotel industry chooses to conduct foreign direct investment in Taiwan, even if it is affected by COVID-19.It’s just that COVID-19 has not stopped so far, and the unstable situation on both sides of the strait may impact the original PPM model and affect the results of the analysis. It is worth further observation and research by subsequent researchers.

E-Appraisals of Japanese Hotels and Their Effects on Ratings of Performance Indicators

The trend of advertisement has been radically transformed due to fan emergence on the Internet. Consumers can not only get information from companies but also read comments and evaluations from other users. This research focuses on electronic word-of-mouth (eWOM). We took advantage of a sum of 16 Japanese hotels and analysed the connections between eWOM’s and the values of hotel’s assessments. On the result of this research, we have conducted text-mining for 6,953 English reviews: term frequency-invers (Tf-Idf) was likewise calculated for these text-minined outputs. After these mathematical methods, we have been able to draw several significant outcomes: one, close connections exist between the average score of hotel appraisals and accommodation prices; two, the values of Tf-Idf calculation has resulted ten words to be most significant; and, a principal component analysis over the same data has helped us to categorize the words in the hotel reviews into several groups. Then, the multiple regression analysis examines the relationships between the values and hotel appraisals by hotel grade, region and a season of the year. This paper’s findings suggest that would help prospective clients in choosing their accommodations while helping hotel management to improve their facility amenities and services.

Integrating dynamic segmentation and portfolio theories for better customer portfolio performance

ABSTRACT This study seeks to combine financial portfolio theory and dynamic customer segmentation in a coherent framework to propose possible optimal segmentations in terms of risk and profitability and define the steps towards better customer segmentation and company performance. The relevance of this approach is demonstrated using the case of a Japanese hotel chain. We find that companies should pay attention to not only the most valuable customer segments, but also lower value segments as they can have a great impact on risk reduction and diversification. Further, optimal segments are often not implementable in practice, but we use the dynamic segmentation approach to explore methods that companies can use for better segmentation (in terms of risk and profitability).

Study of general managers' awareness of their professional duties in Japanese hotels

Study of general managers' awareness of their professional duties in Japanese hotels

日本のホテル・グループにおける多店舗組織の形態と企業業績:－2010 年代後半での内部組織と外部提携の比較分析－

日本のホテル・グループにおける多店舗組織の形態と企業業績:－2010 年代後半での内部組織と外部提携の比較分析－

Chinese Cross-Border Acquisition Strategies in Japan – Changing from a Resource-Driven to a Market-Driven Approach

The aim of this research is the investigation of strategic behavior of Chinese investors in Japan when making cross-border acquisitions in recent times. While previous literature on acquisitions tended to show that Chinese acquirers were merely resource-driven, i.e. their main purpose was to acquire products, brands, and knowledge to be transferred back to the (Chinese) home market, our study suggests that the behavior of many Chinese firms has changed lately. In a pivotal study with 39 Chinese bidders taking over Japanese targets, we find that their strategy has become increasingly market-driven instead. As far as industry-wise acquisitions are concerned, Chinese firms are taking over Japanese hotels and recreation facilities in recent years for the purpose of providing services to Chinese tourists.

Sustainability of Service Intermediary Platform Ecosystems: Analysis and Simulation of Japanese Hotel Booking Platform-Based Markets

To achieve both a large number of platform users and the sustainability of service intermediation platform ecosystems, this study attempts to clarify appropriate platform fee settings and promising market types. It focuses on hotel-booking platforms and platform-based markets. We conduct agent-based simulation experiments with the conditions of (a) platform fee setting, (b) supply and demand balance, and (c) the consumer type categorized as “mandatorily” purchasing consumers (e.g., business travelers whose purchase of a hotel service is mandatory) and “optionally” purchasing consumers (who can refuse services if their requirements are not satisfied). Our simulation results reveal that when the platforms focus on mandatorily purchasing consumers, they could acquire larger platform users through fee settings, depending on the balance of supply and demand; however, they could not maintain ecosystem sustainability in any of the cases. When the platform focuses on optionally purchasing consumers, it can achieve both a large number of platform users and ecosystem sustainability with platform fee settings of consumer incentives, especially in excessive supply markets.

日本のホテル業における女性の活躍推進に関する研究 ―「ハイ・サービス日本300選」企業との比較から―

日本のホテル業における女性の活躍推進に関する研究 ―「ハイ・サービス日本300選」企業との比較から―

Emotional Contribution Analysis of Online Reviews

In response to the constant increase in population and tourism worldwide, there is a need for the development of cross-language market research tools that are more cost and time effective than surveys or interviews. Focusing on the Chinese tourism boom and the hotel industry in Japan, we extracted the most influential keywords in emotional judgement from Chinese online reviews of Japanese hotels in the portal site Ctrip. Using an entropy based mathematical model and a machine learning algorithm, we determined the words that most closely represent the demands and emotions of this customer base.

Management Strategy of Japanese Hotels Advancing into Indochina Region

Management Strategy of Japanese Hotels Advancing into Indochina Region

Consumer Service throughout the Hotel Industry in Japan and the United States

Japan’s modern economic growth took off after the Pacific War in a relatively short period of time; and it has been acknowledged and admired. “Among nations of the world, Japan has been number two in economic size, only next to the United States” (The Japanese Economy 2002). Japan is a safe and promising country to expand a business, or do business in, for managers in the Hotel Industry. Nevertheless, the Japanese culture contrasts drastically with the United States’. Japan’s society has specific characteristics that have to be taken into consideration in order to provide a high quality consumer service, as it has to be adapted to the Japanese culture. Negligence to acknowledge and understand the cultural differences in the hospitality industry in Japan will surely lead to a weak customer service that will damage the business. In order to succeed in the Japanese hotel industry, managers need to understand the factors both environmental and personal that affect the quality of consumer service in different companies internationally. These influences are such as transformational leadership, service climate in comparison to service quality, and the person-environment in predicting job performance that results in the different levels of customer service. Culture is defined as the total aspect and way of life throughout any society. American culture is defined based on beliefs, actions, ideas, values and behaviors integrated through the understanding of the society. The culture derives from disciplines and history that is taught through American education. Such education through American schools provides students at a young age with knowledge and insight. Such a culture is made up of multiple ethnic groups in one geographic location that have all in different ways contributed to the American society. In America, students study the history of many religions where different racial and ethnic groups are appropriate to understand throughout their adolescent years.

A business model for hotel management in Japan

This is a paper for hotel business people. Through my experience as CEO of Pan Pacific Hotels (1991-2015) and Tokyu Hotels (2005-2008) and as chairman of NPO The F.U.N. (Future Universal Network for Hospitality Professionals: 2008–Present), I intend to propose a business model of hotel management system which shifts from the traditional Japanese system to a system of global standards with Japanese omotenashi-mindset inclusively. Japanese business enterprises made a great contribution to the stability and harmony of Japanese society in the 20th century. However, in the 21st century Japanese enterprises have contributed to instability and disharmony of the Japanese society. The hotel industry has followed the same trend. This is because of the continuance of the management system which only functioned well under the high growth of the Japanese economy in the 20th century. This paper is a step to make Japanese hotel industry create a business model which can apply to hotel management of the world in the 21st century.

The International Expansion Trajectory and Asia Pivot of Japanese Hotel Industry

The International Expansion Trajectory and Asia Pivot of Japanese Hotel Industry

Examination about Important Items for Hotel Development by Japanese Hotel Classification

Examination about Important Items for Hotel Development by Japanese Hotel Classification

Consideration about the differences of performances between Japanese hotel companies and American hotel companies

Consideration about the differences of performances between Japanese hotel companies and American hotel companies