[雙語(yǔ)翻譯]綠色酒店外文翻譯--綠色酒店——將綠色價(jià)值觀融入酒店服務(wù)（英文）

1、Tourism and Hospitality Management, Vol. 20, No. 1, pp. 85-102, 2014 D. Hays, ?. Ozreti?-Do?en: GREENING HOTELS – BUILDING GREEN VALUES INTO HOTEL ... 85 GREENING HOTELS – BUILDING GREEN VALUES INTO HOTEL SERVICES Dari

2、ja Hays ?ur?ana Ozreti?-Do?en Review Received 2 December 2013 Revised 15 January 2014 Revised 27 January 2014 21 May 2014 Abstract Purpose – The objective of this paper is to enhance knowledge about greening hotel s

3、ervices and the possibilities it provides for successful hotel management as well as for enrichment of hotel guest experiences. Design/Methodology/Approach – The paper is based on a summarized review of previous the

4、oretical contributions and an investigative study of three business cases which relies on qualitative methodology. The case studies draw on interviews, archival materials and photographs. A case study approach was adop

5、ted to illustrate the differences in the approach used for greening hotel services. Three green hotels that mutually vary in size, categorization, segmentation and targeted market, were analyzed. Findings – The analys

6、is of cases-hotels identifies and describes different and numerous activities of green marketing management. A proactive and trustworthy implementation of those activities enables green hotels to achieve increasing ben

7、efits no matter their size, classification and target audience. Originality of the research – The study can help us to understand how environmentally conscious hotel management establishes a suitable setting for gree

8、ning hotels services. These can serve as a valuable source of information in academic circles and be especially useful to marketing managers in hotels that aim to be green. Keywords green hotels, environmental manage

9、ment, green services INTRODUCTION Green hotel management provides several benefits: long-term cost reduction, ecological sustainability and the satisfaction of needs of a presently growing segment of customers seeking

10、green services. Along with quality brand management and trustworthy marketing communication, green management contributes to the growth of brand value, the acquisition of a positive image, differentiation from competit

11、ors, attraction and loyalty of customers, enriching in that way the hotel’s service offerings. It is inevitable for strategically positioning to consider emotional and functional elements of hotel brands, to gather an

12、d motivate participation of all employees around green initiatives, and to start partnerships with the local community. Green marketing attempts in the 1990s present that green enterprise can’t give short- term results

13、 and fast profit (Peattie and Crane 2005), which indicates that hotels must invest in sustainable technology, continuously building credibility and brand value. Numerous surveys carried out in the developing and develo

14、ped worlds show a high Tourism and Hospitality Management, Vol. 20, No. 1, pp. 85-102, 2014 D. Hays, ?. Ozreti?-Do?en: GREENING HOTELS – BUILDING GREEN VALUES INTO HOTEL ... 87 1.1. State and perspective of green marke

15、ting management Green marketing starts with the customer, his needs and wants, it has long-run perspective, is innovative and involves full use of all the company’s resources (Peattie and Crane 2005, 365). Companies ca

16、n implement it independently or join a voluntary ecological program. Latter requires implementation of certain norms and leads to internationally recognized certification (Darnall 2008). Green brands are addressing cus

17、tomers who perceive ecological problems as important. Successful green brands are usually either based on alternative technologies or ecologically conscious business practices (Grant 2008). Customers don’t expect green

18、 brands to be perfect but authentic (Connolly 2009). However, they often prejudice considering them inferior to conventional brands (Ottman 1998, as cited in Pickett- Baker and Ozaki 2008, 282). Factors that influence

19、the market value of green brands still haven’t been investigated in detail. Newer findings (Chen 2009) emphasize the key role of green image, green satisfaction and green trust. A successful green brand must be consist

20、ent, competent, honest and responsible. Brand management is a helpful tool to form and shape attitudes as well as to transform rational purchasing reasons into emotional preferences (Travis 2000, as cited in Pickett-B

21、aker and Ozaki 2008, 282). Consumers like companies that care about the environment and they are generally ready to pay more for their products - however, the market share of this products is still quite small (D'

22、Astous and Mathieu 2008). Subsequent to some former findings, Laroche, Bergeron and Barbaro-Forleo (2001) explored characteristics of consumers who are ready to pay more for green brands. They came to the realization t

23、hat those consumers think companies don’t act responsibly towards many existing ecological problems. Although ecological problems worry them, most consumers are not willing to carry out the extra cost (D'Souza, Ta

24、ghian, Lamb and Peretiatkos 2006, 147). Profits from green product sales are lower than anticipated; respectively chances that consumers will pay a premium price for green brands are lower than one would expect (Rex a

25、nd Baumann 2006). Forte and Lamont (1998) emphasize that consumers make more and more decisions based on the company’s role in the society. Green positioning implies interactive communication and differentiation throug

26、h ecological features. Research (Hartmann, Apaolaza-Ibañez and Forcado-Sainz 2005) shows that functional positioning leads to cognitive perceptions of the brand as ecologically safe, while emotional positioning i

27、nfluences the interconnection between the consumer and the brand. Green brands should aim to communicate one key benefit to consumers: Purchasing green brands is in the environment’s best interest. Additional benefits

28、can make the interconnection between consumers and brands even more intensive. These are for example health advantages, saving opportunities (e.g. lower heating bills) or returns on investment, especially important to