The Center for Hospitality Research offers a wide variety of accessible reports aimed at providing specific approaches for addressing industry issues. The reports are written by faculty researchers at the School of Hotel Administration and elsewhere, with a goal of answering specific questions facing the industry. Based on their direct contact with industry leaders, CHR experts explain the implications of their studies for the reader’s benefit. All CHR reports are offered at no charge as a service to the industry.
Visit the new Research Publications section on the Centers and Institutes homepage to submit a manuscript for publication. Prior to submitting, read the submission guidelines to ensure your manuscript is in the proper format, and email us if you have any questions.
The full catalogue and a searchable database of nearly two decades of CHR reports, including industry tools and roundtable highlights, can be found in the CHR section of Cornell’s eCommons.
Below is a list of our most recent publications. To read the full reports, click the link at the bottom of each summary.
By Sheryl Kimes and Chaoqun Chen
As a substantial number of restaurants have implemented pickup and delivery as a large part of their business, restaurant operators must consider customers’ reactions to the structure of pickup and delivery charges.
By Aaron Adalja and Jeanne Varney
The 11th annual Center for Hospitality Research Sustainability Roundtable took on a distinctively different format, a virtual webinar format.
By Christopher Anderson and Saram Han
In a series of studies using data from a well-known hotel chain and a customer feedback software company, we illustrate the long-term impacts of guest engagement.
By Crocker Liu, Adam Nowak, and Robert White Jr
Prices of hotels along the east coast continue to drop, although the rate of decline has moderated. Hotels on the west coast enjoyed positive price momentum, both on a quarter-over-quarter or year-over-year basis.
By Crocker Liu, Adam Nowak, and Robert White Jr
The prices of hotels in all regions continue to hemorrhage, with hotels in the Middle Atlantic and South Atlantic regions particularly hard hit.
By the staff of the Center for Hospitality Research at Cornell’s School of Hotel Administration
2019-2020 Year in Review. Despite this year’s challenges, CHR has accomplished a great deal thanks to the hard work of our dedicated staff and the generous support of our advisory board members. We invite you to look back at our events and achievements.
By Eric Ricaurte and Rehmaashini Jagarajan
The seventh annual Cornell Hotel Sustainability Benchmarking study includes data from considerably more hotels than last year. While the bulk of the data still come from hotels in the United States, the study also recorded a greater international participation, with 55 nations and 20 international hotel chains represented.
By Chekitan Dev and Laure Stroock
Step into the shoes of Aman Nath, founder and co-chairman of Neemrana Hotels, one of the most successful heritage hospitality brands in India. Since the company began operating in 1993, the Indian hospitality industry has changed dramatically—notably, the luxury/upper upscale segment has become more crowded with domestic and foreign brands, and there’s a growing demand for experiential travel to destinations off the beaten path. Along with CEO, Sonavi Kaicker, Aman will need to position the company to capitalize on these changes to the market, so the Neemrana Hotels can survive and thrive.
Click here to see solutions sent in by alumni, students, and hospitality experts.
By Linda Canina and Nicole McQuiddy-Davis
COVID-19 has disrupted travel and the hospitality industry like no other historical event. As travel slowly resumes in the US under strict government guidelines, our survey results suggest that travel-related businesses like hotels are now serving a more cautious guest who appreciates mask wearing, social distancing, and increased cleaning.
By Gary Thompson
This report describes the many spreadsheet-based analyses in this tool that can assist an individual, restaurant, or bar in managing a wine cellar.The Wine Cellar Management Tool Version 4, which is available at no charge from The Center for Hospitality Research at Cornell University, does not require actual knowledge of how to construct a spreadsheet. It does require diligent data entry regarding wine purchases and withdrawals.
By Cathy Enz and Gary Thompson
For any organization, “Duty of Care” is the obligation to avoid or diminish any reasonably foreseen harm to customers and employees resulting from exposure to the coronavirus that causes COVID-19. Formalizing rules, procedures, standards, processes, and guidelines serve as a compliment to managerial oversight and help companies run smoothly with improved efficiency and coherence in Duty of Care activities.
by Elena Belavina
This research brief provides guidance for entrepreneurs on the benefits and effective use of crowdfunding for hospitality ventures
by Cathy Enz and Gary Thompson
The Disaster Recovery Priority Ranking tool is a spreadsheet-based decision-making tool designed to help managers apply a set of evaluation criteria to a variety of recovery-focused strategic initiatives.
Imagine you’re the CEO of Beach Enclave, a company that operates a luxury resort on Turks and Caicos Islands. You’ve just purchased three acres of beachfront property to expand your resort. With three possible choices of how to proceed, how do you ensure your decision makes sense financially and aligns with your existing branding strategy?
This is the scenario co-authors Chekitan Dev, professor of marketing at the School of Hotel Administration (SHA), and Laure Stroock, research associate, propose in their new case study challenge: “Beach Enclave Turks & Caicos: Creating a Luxury Villa Resort Brand.”
Click here to see solutions sent in by students, alumni, and hospitality experts.
By Chekitan Dev and Eva Steiner
Dual branding of hotels has become a growing industry practice. Beyond the potential marketing benefits of the dual-branding strategy, this paper tests whether dual-branded hotels operate more efficiently than comparable single-branded hotels (and therefore deliver better bottom-line results).
by Pamela C. Moulton and Yifei Mao
When hospitality managers price out potential new or replacement equipment, they generally can choose among several different models that could do the job. Sometimes a particular model is a standout, but more often the comparison involves each model’s up-front costs, ongoing running costs, and expected useful life, as well as each machine’s specific features. However, […]