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Description
As undergraduate students focus on the perceived adventure, growth opportunities, social connections, freedom and fun, they may not be aware of the dangers and risks associated with studying abroad. Despite university-created crisis prevention measures such as policies, documentation, and orientations warning of the risk of travel, students who study abroad

As undergraduate students focus on the perceived adventure, growth opportunities, social connections, freedom and fun, they may not be aware of the dangers and risks associated with studying abroad. Despite university-created crisis prevention measures such as policies, documentation, and orientations warning of the risk of travel, students who study abroad face some form of a crisis every year. Universities warn travelers of the dangers of crime and the psychological issues associated with liminal experiences and culture shock, preparing students for the harsh reality that immersion into a foreign culture is an intense and sometimes taxing experience. Faculty and staff dedicate a tremendous amount of time and energy to ensure our students are braced for their travel experience, yet students still experience immense hardships. In a comprehensive analysis of this phenomenon, we seek to find and explore reasons and variables that account for this chasm. We suspect the reason for this chasm, despite good efforts, is the variance between the resources that are provided and needed both upon entry into host country, and re-entry into native country. In extensively reviewing existing scholarly literature, reviewing case studies, conducting examinations of multi-causal variables, and analyzing measurable data, we suggest that study abroad preparation resources must adapt in order to accommodate an ever-evolving undergraduate tourist experience. In Section I the research team provides an introduction and underscores the central question of the study. Section II includes an extensive literature review in order to establish a definition of culture shock, determine what universities currently do to mitigate culture shock and risk, and assess the efficacy of these strategies. The research team subsequently identifies a lacuna -- the gap or point of departure from existing literature and research that this study seeks to fill. Section III presents our hypothesis, while Section IV offers an outline of precise Methodology. Section V includes an in-depth Data Analysis using findings dependent upon surveys and interviews as discussed in Methodology. Section VI presents policy recommendations or a “fix” based upon findings presented in Data Analysis. Section VII presents a conclusion, offering a culmination of deductions and implications, proving the relevance of this study to Arizona State University.
ContributorsGrimes, Grace Cameron (Co-author) / Church, Elise (Co-author) / Iheduru, Okechukwu (Thesis director) / McWilliams, Claire (Committee member) / Dean, W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
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Description
Within the hotel industry, customers come first. Their satisfaction drives revenue and drives the industry forward. With the updates in technology, new Consumer Relationship Management (CRM) databases are being implemented to aggregate customer reviews into a single platform that is analyzed and creates policies to help increase overall satisfaction. Hotels

Within the hotel industry, customers come first. Their satisfaction drives revenue and drives the industry forward. With the updates in technology, new Consumer Relationship Management (CRM) databases are being implemented to aggregate customer reviews into a single platform that is analyzed and creates policies to help increase overall satisfaction. Hotels are ranked within all customer review sites such as Trip Advisor and Yelp and the higher the scores and the rank, the more these review sites promote these establishments, and the more customers book at this hotel. Therefore, customer reviews directly affect the revenue of a hotel. A hotel with low scores and low customer satisfaction will not entice guests to book. This new era of technology and customer driven revenue is the motivator behind Hilton’s creation of the SALT database. This Satisfaction and Loyalty Tracking database helps improve loyalty within the Hilton brands.

This paper examines the overall use of CRM systems and then examines the property level satisfaction metrics that can be found on SALT. The two metrics that the individual property could have the most effect on with the lowest budget were determined to be Digital Key and Digital Check-In, which make up the Digital Platform. This Digital Platform is accessed through the Hilton Honors app, which is a loyalty program created by Hilton. There are four tiers of Honors Members within the loyalty program: Blue, Silver, Gold, and Diamond. Blue members make up most of the membership base in general, however, at the local property examined, 60% of all guests are Gold and Diamond. Therefore, the research done within this paper focuses on improving overall Digital Platform satisfaction of Gold and Diamond members who are key business travelers that bring in revenue to the specific property examine.

The research collected for this project was done through observations of guests from the perspective of a Front Desk Agent, interviews with guests, analysis of SALT scores and guest reviews, and firsthand experiences of using Digital Key at local competitors of the local property. Through these analyses, the main problems that were compiled were internet connectivity, confusing property layout, Digital Key allotment and activation, technological issues with the Digital Key and hardware at the property, Digital Check-In and room selection, and negative reception of Hilton Honors Members. The solutions that were suggested focus on excellent customer service, increased training of Front Desk Agents regarding Digital Platform and Hilton Honors recognition, adding wi-fi routers throughout the hotel, adding Hilton Honors stickers to entrances, adding digital reader maps, and having the Director of Front Office Operations ensure that they are updating the Digital Platform frequently with rooms for members to choose.
ContributorsRezac, Cassandra Rose (Author) / Niebuhr, Robert (Thesis director) / McWilliams, Claire (Committee member) / Dean, W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05