Chateau Lake Louise, Luncheon, June 25, 1953

Menu cover depicts Mount Eisenhower with the caption: North of the Canadian Pacific main line and visible from the highway that links Banff and Lake Louise is a mighty monument. Known for many years as Castle Mountain, eight miles long and 9,890 feet at its highest peak, this towering landmark is Canada\u27s tribute to General of the Armies Dwight D. Eisenhower, G.C.B. Just as the likeness of the up-thrust peak to the turrets and battlements of medieval military architecture led to its original name, the four-square rugged quality of the great mountain inevitably suggested itself as a fitting emblem of the great military leader the people of Canada wished to honour

Court Hotel Killiney Bay, Luncheon Menu

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Court Hotels, Wedding Menus

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Chateau Lake Louise, Dinner, June 26, 1953

Menu cover shows another view of Lake Louise over the poppy fields and driveway with the caption: Lake Louise - Does this picture of lovely Lake Louise make you feel strenuous? In-varying degrees that urge can be satisfied afoot or by mountain pony by the paths that amble west and southward round the glacial finger lake. Worth seeing are the Lakes in the Clouds, the terminal moraine of Victoria Glacier and the Plain of the Six Glaciers

Chateau Lake Louise, Breakfast, June 26, 1953

Menu cover depicts Lake Louise and the Chateau with guests canoeing in the lake

Environmental management decision-making in certified hotels

This paper analyses environmental decision-making against two axes, motivations and decision-making processes, to understand the reasons for pro-environmental behaviour by the managements of Spanish Eco-management and Audit Scheme (EMAS)-certified hotels. Mixed methods were used to study perceptions of EMAS and reasons for being certified, with current and lapsed EMAS-certified firms triangulated against expert interviews and documentary evidence. Four groups of hotels were differentiated: Strategic hotels (22%) (with high levels of integrated environmental management), Followers (48%), Greenwashers (11%) and Laggers (19%) (with low levels of integrated environmental management). Most hotels were found to be internally driven in their purpose and ad hoc in their decision-making, with limited understanding of externally driven benefits and motivation for more systematic management systems. This questions the success of EMAS as both a continuous improvement management and as a market-based regulation tool for hotels. Few hotels overall related high environmental standards to the possibilities of gaining market advantage: most wished to avoid legal challenges. The paper also illustrates the ways in which hotels opportunistically switch certification systems to get what they see as a better deal. © 2011 Taylor & Francis

The Use of Twitter by Luxury and Midscale Hotels

Twitter has demanded a presence in company brands since its start up in 2008, including the hotel industry. As an up and coming marketing tool, the social media website is still new to both hotels and their guests. Observing the different strategies incorporated by luxury and midscale hotels, the paper provides explanations on how these two segments differ in utilizing Twitter. Through direct interviews with US luxury and midscale hotels and analyzing individual Twitter feeds, it was found that luxury hotels and their target market are much more active on Twitter than the midscale hotel segment. Implications suggest that although there is no current expectation from midscale hotel travelers to follow a Twitter feed, the rising presence of Twitter will demand midscale hotels to actively participate on the social media site in the near future

Online reputation management: estimating the impact of management responses on consumer reviews

We investigate the relationship between a firm’s use of management responses and its online reputation. We focus on the hotel industry and present several findings. First, hotels are likely to start responding following a negative shock to their ratings. Second, hotels respond to positive, negative, and neutral reviews at roughly the same rate. Third, by exploiting variation in the rate with which hotels respond on different review platforms and variation in the likelihood with which consumers are exposed to management responses, we find a 0.12-star increase in ratings and a 12% increase in review volume for responding hotels. Interestingly, when hotels start responding, they receive fewer but longer negative reviews. To explain this finding, we argue that unsatisfied consumers become less likely to leave short indefensible reviews when hotels are likely to scrutinize them. Our results highlight an interesting trade-off for managers considering responding: fewer negative ratings at the cost of longer and more detailed negative feedback.Accepted manuscrip