Collaborating to Provide Attractive Hotel Guests’ Experiences

Abstract

Purpose

The aim of this chapter is twofold: (i) to explore the issue of experience within the context of the hotel industry and (ii) to analyze the contribution of collaboration between businesses in providing valuable experiences in hotel settings.

Methodology/approach

Extensive literature reviews have been done on dimensions and outcomes of tourist experiences and on collaboration/business venture’s contribution in providing memorable experiences in the hotel industry. A case study is then used to illustrate how hotel operations are collaborating to provide tourism experience opportunities.

Findings

(i) Collaboration between hotel operations makes a significant contribution in providing special guest experiences; (ii) Investment in business ventures is a good investment because it constitutes a potential source of competitive advantage; (iii) A collaborative platform wisely designed creates a series of business benefits.

Research limitations/implications

This study is explorative in nature. Based on a single case study of a business network, the suggestions are indicative rather than conclusive. Thus, more empirical studies and analyses are needed to fully validate the chapter’s suggestions.

Practical implications

The collaborative approach is a requirement for hotel businesses in providing valuable tourism experiences and in overcoming the issues and challenges arising within the context of experiential tourism. This collaboration offers a way of enriching and deepening guests’ experiences, based on endogenous resources and meeting the tourists’ requirements.

Originality/value

Offers insights on tourism providers’ collaborations in offering attractive experience opportunities to their customers.

Citation

Sotiriadis, M. and Sarmaniotis, C. (2016), "Collaborating to Provide Attractive Hotel Guests’ Experiences", Sotiriadis, M. and Gursoy, D. (Ed.) The Handbook of Managing and Marketing Tourism Experiences, Emerald Group Publishing Limited, Leeds, pp. 175-194. https://doi.org/10.1108/978-1-78635-290-320161007