Chekitan Dev - Academia.edu (original) (raw)

Papers by Chekitan Dev

The Cornell Hotel and Restaurant Administration Quarterly, 2002

Cornell Hotel and Restaurant Administration Quarterly, 1991

Individualized, personal attention to your guests' preferences is now possible by employing a... more Individualized, personal attention to your guests' preferences is now possible by employing an automated guesthistory program. But such programs are only as good as the information collected and stored for future use. Unfortunately, much useful marketing data are either completely ignored or never obtained in the first place. Because guests generally answer any query posed to them, guest-history programs should

Cornell Hotel and Restaurant Administration Quarterly, 1995

Hotel marketers attempt to create a unique position for their hotel brands—a set of attributes th... more Hotel marketers attempt to create a unique position for their hotel brands—a set of attributes that set the brand apart from competitors. The only way to gauge the effectiveness of that positioning effort, indeed, to determine what a brand's position actually is, is to survey customers and develop perceptual maps showing the locations of hotel brands. A perceptual map developed using probabilistic multidimensional scaling (MDS) algorithms depicts the relative position of business-class and upscale hotels based on a three-year time series of surveys of corporate-travel managers and travel agents. These perceptual maps show the relative positions of hotel brands as customers see them. Statistical techniques allow marketers to determine whether brands' relative positions are significantly different or whether various brands are seen as essentially similar. Moreover, comparison of the perceptual maps over time shows the "movement" of the brands' positions from year to year.

The Cornell Hotel and Restaurant Administration …, Jan 1, 1993

Cornell Hotel and Restaurant Administration Quarterly, 2000

How oft the sight of means to do ill deeds Makes deeds ill done!-William Shakespeare, King John, ... more How oft the sight of means to do ill deeds Makes deeds ill done!-William Shakespeare, King John, Act 4, Scene 2 D ■ W esearch in marketing channels has been in-■ m. creasingly devoted to examining the nature of relationships among member firms. Transactioncost analysis and relational-exchange theory are the dominant theoretical perspectives underlying such investigations. The goal of both perspectives is to minimize the costs of exchange. One means to that end is the development of governance mechanisms that prevent, or at least minimize, the impact of opportunism on partners in a business relationship.

Cornell Hotel and Restaurant Administration Quarterly, 1990

Spas have long been a part of the American hospitality scene. The definition of exactly what cons... more Spas have long been a part of the American hospitality scene. The definition of exactly what constitutes a spa has changed considerably in recent years-and so has the potential market.

Cornell Hotel and Restaurant Administration Quarterly, 1997

A study of 331 general managers with two major U.S. hotel chains found that a strong relationship... more A study of 331 general managers with two major U.S. hotel chains found that a strong relationship between a franchisee and a franchisor meant better hotel performance compared to competing hotels and to other hotels in the chain. The properties with a strong relationship to headquarters had higher quality-assurance and guest-satisfaction ratings than did other hotels in the chain. Compared

Cornell Hotel and Restaurant Administration Quarterly, 1999

[Excerpt] Productivity is always an important consideration for hotel operators. When times are b... more [Excerpt] Productivity is always an important consideration for hotel operators. When times are bad, hotel managers first look to boosting their operations' productivity to enhance profitability. When times are good, successful hotel companies continue to emphasize productivity as a means of ensuring their prosperity. Moreover, when hotel firms merge or buy out competitors, those larger companies look for substantial productivity gains to justify the prices paid for added hotels and hotel brands.

[Excerpt] Productivity is always an important consideration for hotel operators. When times are b... more [Excerpt] Productivity is always an important consideration for hotel operators. When times are bad, hotel managers first look to boosting their operations' productivity to enhance profitability. When times are good, successful hotel companies continue to emphasize productivity as a means of ensuring their prosperity. Moreover, when hotel firms merge or buy out competitors, those larger companies look for substantial productivity gains to justify the prices paid for added hotels and hotel brands.

Cornell Hospitality Quarterly, 2008

This study of hotels representing thirty-seven brands from fifty-six countries uncovers the marke... more This study of hotels representing thirty-seven brands from fifty-six countries uncovers the market conditions under which investing resources in specific market strategies leads to higher performance. Specifically, the authors identified, for the first time in an international context, the circumstances under which customer orientation (acquisition, satisfaction, and retention of customers) alone has a higher payoff or when simply investing resources on competitor orientation (monitoring, managing, and outflanking competitors) alone is the better strategy. An additional interesting twist, not shown before to the authors' knowledge, is that in the cases where a customer-based strategy has a higher payoff, focusing on competitors diminishes performance. Similarly, in a market where competitor-based strategy has a higher payoff, a customer focus lowers performance.

Cornell Hotel and Restaurant Administration Quarterly, 2000

A 1998 think tank that examined marketing issues facing the hospitality industry for the next dec... more A 1998 think tank that examined marketing issues facing the hospitality industry for the next decade concluded that the information-technology function should be merged with marketing. The idea would be to create a knowledge-based marketing effort that assesses how and why customers purchase a service. While hospitality companies capture considerable data about their customers, those data are not always assembled

Cornell Hotel and Restaurant Administration Quarterly, 2007

When hotel firms expand internationally, they must determine the ownership strategy and the manag... more When hotel firms expand internationally, they must determine the ownership strategy and the management strategy that will best maintain the firm’s competitive advantage. Those decisions are made separately from each other and depend on the expanding company’s own strengths and the strengths found in the local market. That interplay between the company’s strengths and local resources drives the type of partnership or affiliation arrangement that the company uses to enter the foreign market. The decision regarding who controls management and marketing, for instance, depends to a large extent on whether the expanding company can rely on local interests to maintain the firm’s customer service standards. If the firm does not use customer service as a competitive advantage, it can make more use of third-party interests to operate the hotel. If the hotel facility is itself a point of competitive advantage, the decision on the extent of equity investment by the firm rests on whether local i...

Cornell Hotel and …, 2006

... Cornell Hotel and Restaurant Administration Quarterly Julie Feickert, Rohit Verma, Gerhard Pl... more ... Cornell Hotel and Restaurant Administration Quarterly Julie Feickert, Rohit Verma, Gerhard Plaschka and Chekitan S. Dev Safeguarding Your Customers : The Guest's View of Hotel Security ... by JULIE FEICKERT, ROHIT VERMA, GERHARD PLASCHKA, and CHEKITAN S. DEV ...

Marketing Letters, 2008

In an empirical study of the North American lodging industry, we investigate the efficacy of infl... more In an empirical study of the North American lodging industry, we investigate the efficacy of influence strategies for managing opportunism in marketing channels. We posit that the effects of influence strategies upon opportunism are moderated by the extent to which relational norms characterize the channel exchange. The results support this moderating effect. In particular, we find that relational norms have an asymmetrical effect across coercive and noncoercive influence strategies. With high relational norms in the relationship, a channel member's use of noncoercive influence strongly limits partner opportunism whereas the use of coercive influence exacerbates partner opportunism. In contrast, noncoercive influence intensifies and coercive influence mitigates partner opportunism under conditions of low relational norms. These findings offer first insights for curbing opportunism in marketing channel relationships with the simultaneous use of different socialization mechanisms.

Managing Service Quality, 2005

The purpose of this article is to understand the impact service innovation has on customers' choi... more The purpose of this article is to understand the impact service innovation has on customers' choices within the hotel and leisure industry. The article also discusses the influence the creation of new service innovation has on both service development and operational strategy. The analysis is based on a national survey of approximately 1000 travelers in the United States using a web-based data acquisition approach. The travelers are segmented by reason of travel, business or leisure, and discrete choice analysis is applied to model customer preferences for hotel service innovation. Overall, the study finds that innovation does matter when guests are selecting a hotel, with type of lodging having the largest impact on a customer's hotel choice. In addition, service innovation is found to have a larger influence on choices when guests are staying at economy hotels rather than mid-range to up-scale hotels. Also, leisure travelers were found to be more influenced by innovative amenities such as childcare programs and in-room kitchenettes than business travelers were. The understanding of customers' choices allows managers to better design their service offerings and formulate corresponding operational strategies around customer needs. This article examines the addition of innovation to the hotel service concept and is an excellent tool for managers deciding on which innovations to implement.

Journal of Travel Research, 2003

In a series of three studies, a two-factor measure of apprehension toward Internet use was develo... more In a series of three studies, a two-factor measure of apprehension toward Internet use was developed and tested among three independent samples of consumers. The relationship between general Internet apprehensiveness (GIA) and transactional Internet apprehensiveness (TIA) was examined in concert with the relationship between consumers’ online information seeking, purchasing intentions, and behaviors. Results indicated that (1) a two-factor measure of GIA and TIA demonstrated construct validity across three independent samples of potential Internet users, (2) GIA is more strongly related to perceptions of Internet use for information seeking compared to online purchasing, and (3) TIA is more strongly related to perceptions of online purchasing activities and reported online purchasing behavior compared with perceptions of online information-seeking behavior. Implications for management practice and further research are presented.

Journal of Marketing Theory and Practice, 2009

... The more a firm invests in TSIs, the more it can provide its customers with either higher-qua... more ... The more a firm invests in TSIs, the more it can provide its customers with either higher-qualitygoods and services or comparable quality goods and services at a lower price (ie, TSIs enhance customer relationship performance). ... The Moderating Role of Relational Norms ...

Journal of Marketing, 2000

The authors examine three governance mechanisms according to how well they mitigate opportunism i... more The authors examine three governance mechanisms according to how well they mitigate opportunism in marketing channels. Using the U.S. hotel industry as the research context, the authors investigate how opportunism is limited by (1) ownership, (2) investment in transaction-specific assets, and (3) norms of relational exchange. They also investigate how various combinations of these governance mechanisms affect opportunistic behavior in hotel channels. Overall, the results generally support emphasizing relational norms in managing opportunism in marketing channels. The results also indicate that opportunism can be exacerbated when ownership or investments in transaction-specific assets are accentuated as governance mechanisms.

Journal of International Business Studies, 2007

Should companies adjust their orientations toward customers or toward competitors in global marke... more Should companies adjust their orientations toward customers or toward competitors in global markets? To answer this question, we use contingency theory and examine how the effects of customer and competitor orientations on performance are moderated by different environmental conditions. Our results from the global hotel industry indicate that a customer orientation works better in economically developed markets, as well as in markets with good local business conditions, greater resource availability, and demanding customers. In contrast, a competitor orientation is more effective in markets that are economically developing, have poor local business conditions, and face resource scarcity.

The Cornell Hotel and Restaurant Administration Quarterly, 2002

Cornell Hotel and Restaurant Administration Quarterly, 1991

Individualized, personal attention to your guests' preferences is now possible by employing a... more Individualized, personal attention to your guests' preferences is now possible by employing an automated guesthistory program. But such programs are only as good as the information collected and stored for future use. Unfortunately, much useful marketing data are either completely ignored or never obtained in the first place. Because guests generally answer any query posed to them, guest-history programs should

Cornell Hotel and Restaurant Administration Quarterly, 1995

Hotel marketers attempt to create a unique position for their hotel brands—a set of attributes th... more Hotel marketers attempt to create a unique position for their hotel brands—a set of attributes that set the brand apart from competitors. The only way to gauge the effectiveness of that positioning effort, indeed, to determine what a brand's position actually is, is to survey customers and develop perceptual maps showing the locations of hotel brands. A perceptual map developed using probabilistic multidimensional scaling (MDS) algorithms depicts the relative position of business-class and upscale hotels based on a three-year time series of surveys of corporate-travel managers and travel agents. These perceptual maps show the relative positions of hotel brands as customers see them. Statistical techniques allow marketers to determine whether brands' relative positions are significantly different or whether various brands are seen as essentially similar. Moreover, comparison of the perceptual maps over time shows the "movement" of the brands' positions from year to year.

The Cornell Hotel and Restaurant Administration …, Jan 1, 1993

Cornell Hotel and Restaurant Administration Quarterly, 2000

How oft the sight of means to do ill deeds Makes deeds ill done!-William Shakespeare, King John, ... more How oft the sight of means to do ill deeds Makes deeds ill done!-William Shakespeare, King John, Act 4, Scene 2 D ■ W esearch in marketing channels has been in-■ m. creasingly devoted to examining the nature of relationships among member firms. Transactioncost analysis and relational-exchange theory are the dominant theoretical perspectives underlying such investigations. The goal of both perspectives is to minimize the costs of exchange. One means to that end is the development of governance mechanisms that prevent, or at least minimize, the impact of opportunism on partners in a business relationship.

Cornell Hotel and Restaurant Administration Quarterly, 1990

Spas have long been a part of the American hospitality scene. The definition of exactly what cons... more Spas have long been a part of the American hospitality scene. The definition of exactly what constitutes a spa has changed considerably in recent years-and so has the potential market.

Cornell Hotel and Restaurant Administration Quarterly, 1997

A study of 331 general managers with two major U.S. hotel chains found that a strong relationship... more A study of 331 general managers with two major U.S. hotel chains found that a strong relationship between a franchisee and a franchisor meant better hotel performance compared to competing hotels and to other hotels in the chain. The properties with a strong relationship to headquarters had higher quality-assurance and guest-satisfaction ratings than did other hotels in the chain. Compared

Cornell Hotel and Restaurant Administration Quarterly, 1999

[Excerpt] Productivity is always an important consideration for hotel operators. When times are b... more [Excerpt] Productivity is always an important consideration for hotel operators. When times are bad, hotel managers first look to boosting their operations' productivity to enhance profitability. When times are good, successful hotel companies continue to emphasize productivity as a means of ensuring their prosperity. Moreover, when hotel firms merge or buy out competitors, those larger companies look for substantial productivity gains to justify the prices paid for added hotels and hotel brands.

[Excerpt] Productivity is always an important consideration for hotel operators. When times are b... more [Excerpt] Productivity is always an important consideration for hotel operators. When times are bad, hotel managers first look to boosting their operations' productivity to enhance profitability. When times are good, successful hotel companies continue to emphasize productivity as a means of ensuring their prosperity. Moreover, when hotel firms merge or buy out competitors, those larger companies look for substantial productivity gains to justify the prices paid for added hotels and hotel brands.

Cornell Hospitality Quarterly, 2008

This study of hotels representing thirty-seven brands from fifty-six countries uncovers the marke... more This study of hotels representing thirty-seven brands from fifty-six countries uncovers the market conditions under which investing resources in specific market strategies leads to higher performance. Specifically, the authors identified, for the first time in an international context, the circumstances under which customer orientation (acquisition, satisfaction, and retention of customers) alone has a higher payoff or when simply investing resources on competitor orientation (monitoring, managing, and outflanking competitors) alone is the better strategy. An additional interesting twist, not shown before to the authors' knowledge, is that in the cases where a customer-based strategy has a higher payoff, focusing on competitors diminishes performance. Similarly, in a market where competitor-based strategy has a higher payoff, a customer focus lowers performance.

Cornell Hotel and Restaurant Administration Quarterly, 2000

A 1998 think tank that examined marketing issues facing the hospitality industry for the next dec... more A 1998 think tank that examined marketing issues facing the hospitality industry for the next decade concluded that the information-technology function should be merged with marketing. The idea would be to create a knowledge-based marketing effort that assesses how and why customers purchase a service. While hospitality companies capture considerable data about their customers, those data are not always assembled

Cornell Hotel and Restaurant Administration Quarterly, 2007

When hotel firms expand internationally, they must determine the ownership strategy and the manag... more When hotel firms expand internationally, they must determine the ownership strategy and the management strategy that will best maintain the firm’s competitive advantage. Those decisions are made separately from each other and depend on the expanding company’s own strengths and the strengths found in the local market. That interplay between the company’s strengths and local resources drives the type of partnership or affiliation arrangement that the company uses to enter the foreign market. The decision regarding who controls management and marketing, for instance, depends to a large extent on whether the expanding company can rely on local interests to maintain the firm’s customer service standards. If the firm does not use customer service as a competitive advantage, it can make more use of third-party interests to operate the hotel. If the hotel facility is itself a point of competitive advantage, the decision on the extent of equity investment by the firm rests on whether local i...

Cornell Hotel and …, 2006

... Cornell Hotel and Restaurant Administration Quarterly Julie Feickert, Rohit Verma, Gerhard Pl... more ... Cornell Hotel and Restaurant Administration Quarterly Julie Feickert, Rohit Verma, Gerhard Plaschka and Chekitan S. Dev Safeguarding Your Customers : The Guest's View of Hotel Security ... by JULIE FEICKERT, ROHIT VERMA, GERHARD PLASCHKA, and CHEKITAN S. DEV ...

Marketing Letters, 2008

In an empirical study of the North American lodging industry, we investigate the efficacy of infl... more In an empirical study of the North American lodging industry, we investigate the efficacy of influence strategies for managing opportunism in marketing channels. We posit that the effects of influence strategies upon opportunism are moderated by the extent to which relational norms characterize the channel exchange. The results support this moderating effect. In particular, we find that relational norms have an asymmetrical effect across coercive and noncoercive influence strategies. With high relational norms in the relationship, a channel member's use of noncoercive influence strongly limits partner opportunism whereas the use of coercive influence exacerbates partner opportunism. In contrast, noncoercive influence intensifies and coercive influence mitigates partner opportunism under conditions of low relational norms. These findings offer first insights for curbing opportunism in marketing channel relationships with the simultaneous use of different socialization mechanisms.

Managing Service Quality, 2005

The purpose of this article is to understand the impact service innovation has on customers' choi... more The purpose of this article is to understand the impact service innovation has on customers' choices within the hotel and leisure industry. The article also discusses the influence the creation of new service innovation has on both service development and operational strategy. The analysis is based on a national survey of approximately 1000 travelers in the United States using a web-based data acquisition approach. The travelers are segmented by reason of travel, business or leisure, and discrete choice analysis is applied to model customer preferences for hotel service innovation. Overall, the study finds that innovation does matter when guests are selecting a hotel, with type of lodging having the largest impact on a customer's hotel choice. In addition, service innovation is found to have a larger influence on choices when guests are staying at economy hotels rather than mid-range to up-scale hotels. Also, leisure travelers were found to be more influenced by innovative amenities such as childcare programs and in-room kitchenettes than business travelers were. The understanding of customers' choices allows managers to better design their service offerings and formulate corresponding operational strategies around customer needs. This article examines the addition of innovation to the hotel service concept and is an excellent tool for managers deciding on which innovations to implement.

Journal of Travel Research, 2003

In a series of three studies, a two-factor measure of apprehension toward Internet use was develo... more In a series of three studies, a two-factor measure of apprehension toward Internet use was developed and tested among three independent samples of consumers. The relationship between general Internet apprehensiveness (GIA) and transactional Internet apprehensiveness (TIA) was examined in concert with the relationship between consumers’ online information seeking, purchasing intentions, and behaviors. Results indicated that (1) a two-factor measure of GIA and TIA demonstrated construct validity across three independent samples of potential Internet users, (2) GIA is more strongly related to perceptions of Internet use for information seeking compared to online purchasing, and (3) TIA is more strongly related to perceptions of online purchasing activities and reported online purchasing behavior compared with perceptions of online information-seeking behavior. Implications for management practice and further research are presented.

Journal of Marketing Theory and Practice, 2009

... The more a firm invests in TSIs, the more it can provide its customers with either higher-qua... more ... The more a firm invests in TSIs, the more it can provide its customers with either higher-qualitygoods and services or comparable quality goods and services at a lower price (ie, TSIs enhance customer relationship performance). ... The Moderating Role of Relational Norms ...

Journal of Marketing, 2000

The authors examine three governance mechanisms according to how well they mitigate opportunism i... more The authors examine three governance mechanisms according to how well they mitigate opportunism in marketing channels. Using the U.S. hotel industry as the research context, the authors investigate how opportunism is limited by (1) ownership, (2) investment in transaction-specific assets, and (3) norms of relational exchange. They also investigate how various combinations of these governance mechanisms affect opportunistic behavior in hotel channels. Overall, the results generally support emphasizing relational norms in managing opportunism in marketing channels. The results also indicate that opportunism can be exacerbated when ownership or investments in transaction-specific assets are accentuated as governance mechanisms.

Journal of International Business Studies, 2007

Should companies adjust their orientations toward customers or toward competitors in global marke... more Should companies adjust their orientations toward customers or toward competitors in global markets? To answer this question, we use contingency theory and examine how the effects of customer and competitor orientations on performance are moderated by different environmental conditions. Our results from the global hotel industry indicate that a customer orientation works better in economically developed markets, as well as in markets with good local business conditions, greater resource availability, and demanding customers. In contrast, a competitor orientation is more effective in markets that are economically developing, have poor local business conditions, and face resource scarcity.