Identifying Service Opportunities Based on Outcome-Driven Innovation Framework and Deep Learning: A Case Study of Hotel Service
Abstract
:1. Introduction
2. Theoretical Background
2.1. Outcome-Driven Innovation
2.2. Multi-Class Sentence Classification Using BERT
3. Method
- Collection of online review data;
- Sentence tokenization and cleansing using NLTK (natural language toolkit);
- Sentence classification to one of Service job map steps using BERT-based multiclass sentence classification;
- Job-to-be-done extraction by using a syntactic analysis;
- Transforming jobs-to-be-done to customer outcomes using BERT-based semantic similarities;
- Service opportunity discovery based on importance and satisfaction of outcomes.
3.1. Collection of Online Review Data
3.2. Data Preprocessing
3.3. Sentence Classification to Service Job Map
3.4. Extraction of Job-To-Be-Done
3.4.1. Parsing Sentences into Clauses
3.4.2. Separating Phrases in SAO Structure
3.4.3. Filtering Out Irrelevant SAO Structures
3.5. Transforming Job-To-Be-Done to Customer Outcomes
3.6. Service Opportunity Discovery
- The importance score can be calculated based on the number of SAO structures–, i.e., job-to-be-done—in each cluster for the customer outcome; frequently occurred job-to-be-done are, at least, important issues in a service. However, since the occurrence frequency distribution is usually skewed and so the size of one or some clusters can be far larger than the others, the normalization is difficult to transform the scores into a scale from 0 to 10. Therefore, we utilized k-means clustering, k = 11.
- The satisfaction score is calculated based on the difference between the number of SAO structures representing positive and negative opinions. The sentiment analysis for SAO structures was conducted by utilizing a BERT-based sentiment analysis [35]. To use contextual information around SAO structures, the full sentence for each SAO structure is analyzed. To train BERT for the sentiment analysis of review sentences in a specific service sector, the training sentences clearly representing negative opinions were labeled as negative opinions, and the other sentences were labeled as positive opinions. The range of the satisfaction score also should be on a scale from 0 to 10. Therefore, we developed the equation as follows: where is the number of positive SAO structures for a specific outcome, is the number of negative SAO structures for a specific outcome, is the total number of SAO structures for a specific outcome. The range of is from -1.0 to 1.0, and so the range of is from 0 to 10.
4. Empirical Analysis: Hotel Service
4.1. Technical Result
4.2. Service Opportunity Analysis
- “Minimize cost (to) check in the hotel early” (CO #17, SOS = 14.0) is the outcome whose SOS is the highest in our results but seems to be very common, and every hotel service provider already knew most customers want this outcome. However, few know how much relatively important this outcome is. Our results quantitatively show that CO #17 is very important, but its current satisfaction is low. Therefore, the strategic directions for hotel service innovation should focus on CO #17 to maximize customer values. To deal with this issue, various service options for early check-in can be developed. At the same time, other relevant issues for service implementation, e.g., fast room cleaning after checkout, should be considered.
- The outcome “Maximize safety (to) pay price/deposit” (CO #26, SOS = 14.0) is caused by negative customer experiences related to online payment. Recent online payment systems usually assure high reliability for online monetary transactions. However, given that price, time and memory are the most significant factors in traveling, online payment problems can waste customer time and good memory in the trip. Therefore, many reviewers mentioned this issue in online reviews. Hotel service providers need to prepare solutions to minimize risks caused by relevant issues.
- The outcome “Maximize possibility (to) avoid waiting at the lobby for check-in, or other purposes” (CO #30, SOS = 12.5) is a very common customer need. However, our result shows customers feel this issue is very important, but most hotel services do not fulfill it.
- The outcome “Maximize possibility (to) assign to a preferred room” (CO #96, SOS = 12.0) is evaluated as one of the important business opportunities. From the relevant reviews, we found that this outcome is usually related to the two expectations: free room upgrade and assigning to the right room booked by a customer. If a customer is assigned to an unexpected room, his/her trip may be ruined. In particular, the smoking issue is one critical example. Some reviews were about a free upgrade and mentioned that they had a great memory at the hotel due to the free upgrade service.
- “Maximize possibility (to) avoid billing mistake, due to overcharging, ignored payment by cash, overcharging tips, etc.” (CO #110, SOS = 12.0) sounds similar to CO#26, but the difference is that CO#110 is caused at the hotels by internal problems, and CO#26 is caused by online payment problems. Most employees may not seriously think about these mistakes. However, the result clearly shows that customers highly matter this outcome. Therefore, a strict guideline or education program should be developed to reduce the possibility of internal billing mistakes.
- The outcome “Minimize effort (to) check prices” (CO #5, SOS = 10) is closely related to hotel searching websites. Based on the dynamic pricing strategies, the price for the same room can be changed over time. Every customer wants to buy at a lower cost with a minimum effort. Even though the strategic scope for this outcome is not directly inside hotel service, hotel service providers should find ways to fulfill this outcome. Some creative service options may be a solution to deal with this outcome. To offer a lower price than booking websites to the registered existing customers can be one example.
- The outcome “Minimize cost (to) book hotel” (CO #11, SOS = 10.5) is about the basic customer need in any service. All customers are sensitive to price, so it makes sense that this outcome gets a relatively high score. Recently, it is inevitable for Hotel service to compete with a new type of accommodation services, such as Airbnb. Therefore, according to the results and current social, business, and technology trends, we can think that the traditional hotel business is forced to be changed, or innovated, for sustainable competitive advantages. Our results provide some strategic directions for business innovation in hotel service.
5. Conclusions
Author Contributions
Funding
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
Label | Step | Outcome | Occurrence Frequency | # of Positive Outcomes | # of Negative Outcomes | Importance Score | Satisfaction Score | Service Opportunity Score (SOS) | ||
---|---|---|---|---|---|---|---|---|---|---|
Direction | Metric (Measure) | Job-To-Be-Done | ||||||||
CO(Customer Outcome)#1 | 2 | Minimize | Energy/Effort | (To) ask for bed | 3 | 3 | 0 | 2 | 10 | 2 |
CO#2 | 2 | Minimize | Cost | (To) check price on website | 2 | 0 | 2 | 0 | 0 | 0 |
CO#3 | 2 | Minimize | Energy/Effort | (To) request service | 2 | 2 | 0 | 0 | 10 | 0 |
CO#4 | 2 | Minimize | Energy/Effort | (To) communicate with the hotel | 3 | 2 | 1 | 2 | 6.66666667 | 2 |
CO#5 | 3 | Minimize | Energy/Effort | (To) check prices | 7 | 0 | 7 | 5 | 0 | 10 * |
CO#6 | 3 | Minimize | Energy/Effort | (To) logon website | 1 | 1 | 0 | 0 | 10 | 0 |
CO#7 | 3 | Minimize | Energy/Effort | (To) make reservation | 1 | 1 | 0 | 0 | 10 | 0 |
CO#8 | 3 | Maximize | Safety | (To) remember price | 1 | 0 | 1 | 0 | 0 | 0 |
CO#9 | 3 | Minimize | Energy/Effort | (To) pay price | 2 | 1 | 1 | 0 | 5 | 0 |
CO#10 | 4 | Minimize | Energy/Effort | (To) ask for amenities | 1 | 0 | 1 | 0 | 0 | 0 |
CO#11 | 4 | Minimize | Cost | (To) book hotel | 43 | 41 | 2 | 10 | 9.53488372 | 10.46511628 * |
CO#12 | 4 | Minimize | Energy/Effort | (To) give rating | 1 | 1 | 0 | 0 | 10 | 0 |
CO#13 | 4 | Minimize | Energy/Effort | (To) communicate with the hotel | 3 | 3 | 0 | 2 | 10 | 2 |
CO#14 | 4 | Minimize | Energy/Effort | (To) get a room | 1 | 1 | 0 | 0 | 10 | 0 |
CO#15 | 4 | Minimize | Energy/Effort | (To) travel in a group | 1 | 1 | 0 | 0 | 10 | 0 |
CO#16 | 5 | Maximize | Performance/Accuracy/Speed | (To) be assigned to right rooms | 18 | 11 | 7 | 8 | 6.11111111 | 9.888888889 |
CO#17 | 5 | Minimize | Cost | (To) check in hotel early | 30 | 12 | 18 | 9 | 4 | 14 * |
CO#18 | 5 | Minimize | Cost | (To) communicate with the hotel | 5 | 2 | 3 | 4 | 4 | 4 |
CO#19 | 5 | Minimize | Energy/Effort | (To) ask hotel policy | 1 | 0 | 1 | 0 | 0 | 0 |
CO#20 | 5 | Minimize | Energy/Effort | (To) ask for sofa | 1 | 1 | 0 | 0 | 10 | 0 |
CO#21 | 5 | Minimize | Cost | (To) get extra bed | 2 | 0 | 2 | 1 | 0 | 2 |
CO#22 | 5 | Minimize | Cost | (To) ensure free WIFI | 1 | 1 | 0 | 0 | 10 | 0 |
CO#23 | 5 | Minimize | Energy/Effort | (To) explain room specification | 2 | 1 | 1 | 1 | 5 | 1 |
CO#24 | 5 | Minimize | Energy/Effort | (To) send booking notes to the hotel | 1 | 0 | 1 | 0 | 0 | 0 |
CO#25 | 5 | Minimize | Energy/Effort | (To) get email confirmation | 1 | 0 | 1 | 0 | 0 | 0 |
CO#26 | 5 | Maximize | Safety | (To) pay price/deposit | 12 | 0 | 12 | 7 | 0 | 14 * |
CO#27 | 5 | Maximize | Safety | (To) go shopping | 4 | 2 | 2 | 3 | 5 | 3 |
CO#28 | 5 | Maximize | Performance/Accuracy/Speed | (To) get confirmation | 2 | 0 | 2 | 1 | 0 | 2 |
CO#29 | 5 | Maximize | Frequency/Possibility | (To) be notified of cancellations | 2 | 0 | 2 | 1 | 0 | 2 |
CO#30 | 5 | Maximize | Frequency/Possibility | (To) avoid waiting at lobby for check-in (or other purposes) | 13 | 2 | 11 | 7 | 1.53846154 | 12.46153846 * |
CO#31 | 5 | Maximize | Frequency/Possibility | (To) get a prepaid voucher | 1 | 1 | 0 | 0 | 10 | 0 |
CO#32 | 5 | Minimize | Cost | (To) have amenities | 1 | 1 | 0 | 0 | 10 | 0 |
CO#33 | 5 | Maximize | Frequency/Possibility | (To) be notified of cancellations | 1 | 0 | 1 | 0 | 0 | 0 |
CO#34 | 5 | Maximize | Frequency/Possibility | (To) get back left/missing luggage at hotel | 3 | 2 | 1 | 2 | 6.66666667 | 2 |
CO#35 | 5 | Maximize | Frequency/Possibility | (To) make sure non-smoking room | 1 | 1 | 0 | 0 | 10 | 0 |
CO#36 | 5 | Minimize | Energy/Effort | (To) move to new room | 1 | 0 | 1 | 0 | 0 | 0 |
CO#37 | 5 | Minimize | Energy/Effort | (To) print boarding pass | 1 | 1 | 0 | 0 | 10 | 0 |
CO#38 | 5 | Minimize | Energy/Effort | (To) receive reservation numbers and confirmation emails | 1 | 0 | 1 | 0 | 0 | 0 |
CO#39 | 5 | Minimize | Energy/Effort | (To) request refreshing of room next morning | 1 | 0 | 1 | 0 | 0 | 0 |
CO#40 | 5 | Minimize | Cost | (To) have enough space | 1 | 0 | 1 | 0 | 0 | 0 |
CO#41 | 5 | Minimize | Cost | (To) upgrade room | 8 | 5 | 3 | 5 | 6.25 | 5 |
CO#42 | 5 | Maximize | Frequency/Possibility | (To) be notified of room readiness | 4 | 0 | 4 | 3 | 0 | 6 |
CO#43 | 5 | Minimize | Energy/Effort | (To) sign paperwork | 1 | 0 | 1 | 0 | 0 | 0 |
CO#44 | 6 | Minimize | Energy/Effort | (To) access to the room | 1 | 1 | 0 | 0 | 10 | 0 |
CO#45 | 6 | Minimize | Energy/Effort | (To) carry luggage | 2 | 0 | 2 | 1 | 0 | 2 |
CO#46 | 6 | Minimize | Energy/Effort | (To) get invoice | 1 | 0 | 1 | 0 | 0 | 0 |
CO#47 | 6 | Minimize | Energy/Effort | (To) receive access card | 1 | 0 | 1 | 0 | 0 | 0 |
CO#48 | 6 | Minimize | Energy/Effort | (To) put do not disturb card | 1 | 0 | 1 | 0 | 0 | 0 |
CO#49 | 6 | Minimize | Energy/Effort | (To) register as guest | 1 | 0 | 1 | 0 | 0 | 0 |
CO#50 | 6 | Minimize | Energy/Effort | (To) request cleaning | 1 | 1 | 1 | 0 | 5 | 0 |
CO#51 | 6 | Maximize | Frequency/Possibility | (To) confirm breakfast at discount rate | 1 | 0 | 1 | 0 | 0 | 0 |
CO#52 | 7 | Minimize | Cost | (To) buy amenities | 1 | 0 | 1 | 0 | 0 | 0 |
CO#53 | 7 | Minimize | Energy/Effort | (To) order room service | 1 | 1 | 0 | 0 | 10 | 0 |
CO#54 | 7 | Minimize | Cost | (To) receive executive lounge service when upgraded | 1 | 0 | 1 | 0 | 0 | 0 |
CO#55 | 7 | Minimize | Energy/Effort | (To) inquire free shuttle | 1 | 0 | 1 | 0 | 0 | 0 |
CO#56 | 7 | Minimize | Energy/Effort | (To) get a room cleaning | 1 | 0 | 1 | 0 | 0 | 0 |
CO#57 | 7 | Minimize | Energy/Effort | (To) use coupon | 1 | 0 | 1 | 0 | 0 | 0 |
CO#58 | 7 | Minimize | Cost | (To) pay for service fee (e.g., Internet, excluded service, ) | 6 | 0 | 6 | 4 | 0 | 8 |
CO#59 | 7 | Minimize | Cost | (To) register at the hotel | 2 | 0 | 2 | 1 | 0 | 2 |
CO#60 | 7 | Minimize | Energy/Effort | (To) sign bill | 1 | 0 | 1 | 0 | 0 | 0 |
CO#61 | 7 | Minimize | Energy/Effort | (To) inquire for the Internet rate | 1 | 0 | 1 | 0 | 0 | 0 |
CO#62 | 7 | Minimize | Energy/Effort | (To) communicate to concierge | 3 | 1 | 2 | 2 | 3.33333333 | 2 |
CO#63 | 8 | Maximize | Frequency/Possibility | (To) arrive hotel late | 2 | 0 | 2 | 1 | 0 | 2 |
CO#64 | 8 | Maximize | Frequency/Possibility | (To) change rooms (due to reasons) | 3 | 0 | 3 | 2 | 0 | 4 |
CO#65 | 8 | Maximize | Frequency/Possibility | (To) avoid mold | 1 | 0 | 1 | 0 | 0 | 0 |
CO#66 | 8 | Maximize | Frequency/Possibility | (To) avoid signboard outside | 1 | 0 | 1 | 0 | 0 | 0 |
CO#67 | 8 | Maximize | Frequency/Possibility | (To) avoid sewage smell | 1 | 0 | 1 | 0 | 0 | 0 |
CO#68 | 8 | Maximize | Frequency/Possibility | (To) avoid ventilation system problem | 1 | 0 | 1 | 0 | 0 | 0 |
CO#69 | 8 | Maximize | Frequency/Possibility | (To) avoid insect/bed bug issue | 2 | 0 | 2 | 1 | 0 | 2 |
CO#70 | 8 | Maximize | Frequency/Possibility | (To) avoid toilet/shower issue | 1 | 0 | 1 | 0 | 0 | 0 |
CO#71 | 8 | Maximize | Frequency/Possibility | (To) avoid odor of cigarette smoke | 5 | 0 | 5 | 4 | 0 | 8 |
CO#72 | 9 | Minimize | Energy/Effort | (To) approach front desk officer | 1 | 0 | 1 | 0 | 0 | 0 |
CO#73 | 9 | Maximize | Frequency/Possibility | (To) check in early | 1 | 1 | 0 | 0 | 10 | 0 |
CO#74 | 9 | Maximize | Frequency/Possibility | (To) request change rooms | 1 | 0 | 1 | 0 | 0 | 0 |
CO#75 | 10 | Minimize | Energy/Effort | (To) accept user’s food in hotel’s fridge | 1 | 1 | 0 | 0 | 10 | 0 |
CO#76 | 10 | Maximize | Frequency/Possibility | (To) arrive hotel late | 2 | 1 | 1 | 1 | 5 | 1 |
CO#77 | 10 | Minimize | Energy/Effort | (To) ask for extra towels | 1 | 1 | 0 | 0 | 10 | 0 |
CO#78 | 10 | Minimize | Energy/Effort | (To) ask club lounge member | 1 | 1 | 0 | 0 | 10 | 0 |
CO#79 | 10 | Minimize | Energy/Effort | (To) ask to concierge for direction | 1 | 1 | 0 | 0 | 10 | 0 |
CO#80 | 10 | Minimize | Cost | (To) change room | 8 | 1 | 7 | 5 | 1.25 | 8.75 |
CO#81 | 10 | Minimize | Cost | (To) change bedding and sheets | 1 | 0 | 1 | 0 | 0 | 0 |
CO#82 | 10 | Minimize | Energy/Effort | (To) chase missing call | 1 | 1 | 0 | 0 | 10 | 0 |
CO#83 | 10 | Maximize | Frequency/Possibility | (To) ask to see a doctor | 1 | 1 | 0 | 0 | 10 | 0 |
CO#84 | 10 | Maximize | Frequency/Possibility | (To) accept specific room service request | 1 | 0 | 1 | 0 | 0 | 0 |
CO#85 | 10 | Maximize | Frequency/Possibility | (To) book a room | 1 | 0 | 1 | 0 | 0 | 0 |
CO#86 | 10 | Maximize | Frequency/Possibility | (To) connect (properly) to front desk | 8 | 3 | 5 | 5 | 3.75 | 6.25 |
CO#87 | 10 | Minimize | Energy/Effort | (To) check rooms | 1 | 0 | 1 | 0 | 0 | 0 |
CO#88 | 10 | Maximize | Frequency/Possibility | (To) check in late | 1 | 0 | 1 | 0 | 0 | 0 |
CO#89 | 10 | Maximize | Frequency/Possibility | (To) assign to connecting rooms | 1 | 0 | 1 | 0 | 0 | 0 |
CO#90 | 10 | Maximize | Frequency/Possibility | (To) avoid from noise | 1 | 0 | 1 | 0 | 0 | 0 |
CO#91 | 10 | Maximize | Frequency/Possibility | (To) be notified of renovations | 4 | 0 | 4 | 3 | 0 | 6 |
CO#92 | 10 | Maximize | Frequency/Possibility | (To) assign to non-smoking room | 1 | 0 | 1 | 0 | 0 | 0 |
CO#93 | 10 | Maximize | Frequency/Possibility | (To) avoid card key problem | 1 | 0 | 1 | 0 | 0 | 0 |
CO#94 | 10 | Maximize | Frequency/Possibility | (To) avoid mold problem | 1 | 0 | 1 | 0 | 0 | 0 |
CO#95 | 10 | Maximize | Frequency/Possibility | (To) avoid odor of cigarette smoke | 4 | 0 | 4 | 3 | 0 | 6 |
CO#96 | 10 | Maximize | Frequency/Possibility | (To) assign to preferred room | 9 | 0 | 9 | 6 | 0 | 12 * |
CO#97 | 10 | Maximize | Frequency/Possibility | (To) avoid sewage smell | 1 | 0 | 1 | 0 | 0 | 0 |
CO#98 | 10 | Minimize | Cost | (To) pay for another day | 1 | 0 | 1 | 0 | 0 | 0 |
CO#99 | 10 | Maximize | Frequency/Possibility | (To) avoid insect issue | 1 | 0 | 1 | 0 | 0 | 0 |
CO#100 | 10 | Minimize | Energy/Effort | (To) request room refreshing next morning | 1 | 0 | 1 | 0 | 0 | 0 |
CO#101 | 10 | Maximize | Frequency/Possibility | (To) avoid lift problem | 1 | 0 | 1 | 0 | 0 | 0 |
CO#102 | 10 | Maximize | Frequency/Possibility | (To) sleep comfortable | 1 | 0 | 1 | 0 | 0 | 0 |
CO#103 | 10 | Maximize | Frequency/Possibility | (To) avoid mold issue | 1 | 0 | 1 | 0 | 0 | 0 |
CO#104 | 10 | Minimize | Energy/Effort | (To) get dehumidifier | 1 | 0 | 1 | 0 | 0 | 0 |
CO#105 | 10 | Maximize | Frequency/Possibility | (To) avoid malfunction of alarm | 1 | 0 | 1 | 0 | 0 | 0 |
CO#106 | 10 | Maximize | Frequency/Possibility | (To) assign to downgraded room | 1 | 0 | 1 | 0 | 0 | 0 |
CO#107 | 10 | Minimize | Energy/Effort | (To) check out early | 1 | 0 | 1 | 0 | 0 | 0 |
CO#108 | 10 | Maximize | Frequency/Possibility | (To) avoid odor issue | 2 | 0 | 2 | 1 | 0 | 2 |
CO#109 | 11 | Minimize | Energy/Effort | (To) enquiry to manager | 1 | 0 | 1 | 0 | 0 | 0 |
CO#110 | 11 | Maximize | Frequency/Possibility | (To) avoid billing mistake (due to overcharging, ignored payment by cash, overcharging tips) | 9 | 0 | 9 | 6 | 0 | 12 * |
CO#111 | 11 | Maximize | Frequency/Possibility | (To) be notified for late check-out | 3 | 0 | 3 | 2 | 0 | 4 |
CO#112 | 11 | Minimize | Cost | (To) pay for early check-in | 1 | 0 | 1 | 0 | 0 | 0 |
CO#113 | 12 | Maximize | Frequency/Possibility | (To) get a proper service at front desk | 2 | 1 | 1 | 1 | 5 | 1 |
CO#114 | 12 | Maximize | Frequency/Possibility | (To) avoid billing mistake (due to exchange rate, calculation mistake, …) | 6 | 2 | 4 | 4 | 3.33333333 | 4.666666667 |
CO#115 | 12 | Maximize | Frequency/Possibility | (To) return deposit properly | 7 | 3 | 4 | 5 | 4.28571429 | 5.714285714 |
CO#116 | 12 | Minimize | Energy/Effort | (To) communicate with manager | 1 | 1 | 0 | 0 | 10 | 0 |
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Tag | Description |
---|---|
nsubj | Syntactic subject of a clause |
nsubjpass | Syntactic subject of a passive clause |
dobj | Object of the verb phrase |
iobj | Indirect object of a verb phrase |
csubj | Clausal subject of a clause |
csubjpass | Clausal subject of a passive clause |
ccomp | Clausal complement of a verb or adjective |
xcomp | Open clausal complement of a verb or adjective |
Metric | Direction |
---|---|
Frequency/possibility | Maximize |
Energy/effort | Minimize |
Cost | Minimize |
Performance/accuracy/speed | Maximize |
Safety | Maximize |
Reliability | Maximize |
Test Number | TDNN (%) | SS-BR (%) |
---|---|---|
T1 | 73.58 | 78.05 |
T2 | 72.85 | 79.21 |
T3 | 74.16 | 79.83 |
T4 | 73.14 | 73.29 |
T5 | 68.03 | 74.89 |
Average | 72.35 | 77.05 |
No. | Clause |
---|---|
1 | The first few emails returned, |
2 | they offer me to upgrade to a Grand Plus |
3 | Speechless but it seems that |
4 | RPH wants everyone to upgrade to the best package |
5 | and all it is, is the same room with a different bed. |
6 | Couple of weeks later, I realize the hotel rate is lower |
7 | which was about HKD7000++ |
8 | (I couldn’t remember the exact rate) |
9 | which I find it acceptable, |
10 | although I’m paying a premium |
11 | the spread is still acceptable. |
12 | On 28 Sep I logon to the website again |
13 | and discovered that |
14 | the rate was much lower at HKD6968.50 |
15 | where I was surprised. |
16 | No disclosure of any of this maintenance was given at time of booking or on arrival. |
17 | This information was not provided when |
18 | I made my reservation through Hotel Club 2 months ago. |
19 | Having checked the hotel website prior to booking, |
20 | which advertised |
21 | the deluxe room came with a king size bed or twin queen sized beds, |
22 | we tried to check prices on the website |
23 | but could only find prices for a king bed room. |
24 | We therefore assumed that |
25 | the prices for these rooms would be the same, |
26 | as all hotels in the UK for twin and double rooms are the same price. |
27 | We double checked the hotel’s website- |
28 | whilst we could find a rate for a king size room, |
29 | nowhere could we find a rate for a twin room. |
30 | Nowhere on the website was it mentioned that |
31 | the rate for a twin was different from a king size room. |
32 | The lack of transparency of pricing, and lack of helpfulness at the reception desk left us feeling |
33 | we were being conned especially |
34 | as other hotels in Hong Kong charge the same price for a twin/king bed room. |
35 | I had a bad experience |
36 | when I had already book a family (plan to travel march 2013) |
37 | indicated for 4 adults |
38 | and it mentioned under notes below (in terms and condition) |
39 | that is free for 2 children under 12 years old |
40 | when using existing bed. |
No. | Clause |
---|---|
1 | Se swapped to British pounds |
2 | Hint get an express checkout |
3 | One downside, no cocktails in club lounge even though advertised as such |
4 | Security check at lift lobby during evening |
5 | in order to get another room. |
6 | Despite the long wait at the reception area when checking in, |
7 | Despite having the do not disturb light on |
8 | When asking to assist in contacting our travel agent. |
9 | and despite the late hour still had to wait nearly 20 min for check-in and a key. |
10 | and still not being informed on another room. |
11 | To our utter dismay and horror on our arrival home |
12 | Especially on the last day of stay |
13 | Ensure you check all the charges on your bill |
14 | Just nom nom with your money |
15 | post checking out and paying for our stay |
16 | Only after checking the CCTV |
17 | made a compliant to the front desk |
18 | had to wait until the following day and moved into a much better couple of rooms |
19 | After being told that |
20 | Was not sure what caused the delay was, |
21 | Called down to front dest & waited. |
22 | Requested for a change of room on the first day of our visit via the phone |
23 | Upgraded on arrival to Executive Floor, much nicer rooms and access to Lounge. |
24 | Check with the hotel concierge for airport express shuttel frequency + location (with a man in suit on 14/10/2014, approx. 10.45 p.m.) |
25 | but was given a strange face expression without even answering our question convincingly, and walk away from us after someone ask for him |
26 | And then again to be doubted by the staffs if we have a room there. |
27 | Arrived late a night |
28 | Waited at the lobby |
29 | and was able to check in slightly before 3 p.m. |
30 | Booked a family room with 2 double bed… |
31 | the STATEMET ABOVE REALLY BAD AND MISLEADING. |
Step # | Definition | # of Representative Outcomes | # of Identified Outcomes |
---|---|---|---|
2 | Define and/or communicate service needs | 4 | 10 |
3 | Evaluate and/or select service options | 5 | 12 |
4 | Confirm and/or finalize service plan | 6 | 50 |
5 | Initial service delivery | 28 | 120 |
6 | Fulfill customer responsibilities | 8 | 9 |
7 | Receive service | 11 | 19 |
8 | Evaluate and/or monitor service delivery | 9 | 17 |
9 | Adjust service plan and/or its execution | 3 | 3 |
10 | Get questions answered and/or problems resolved | 34 | 64 |
11 | Conclude service | 4 | 14 |
12 | Pay for service | 4 | 16 |
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Share and Cite
Nam, S.; Yoon, S.; Raghavan, N.; Park, H. Identifying Service Opportunities Based on Outcome-Driven Innovation Framework and Deep Learning: A Case Study of Hotel Service. Sustainability 2021, 13, 391. https://doi.org/10.3390/su13010391
Nam S, Yoon S, Raghavan N, Park H. Identifying Service Opportunities Based on Outcome-Driven Innovation Framework and Deep Learning: A Case Study of Hotel Service. Sustainability. 2021; 13(1):391. https://doi.org/10.3390/su13010391
Chicago/Turabian StyleNam, Sunghyun, Sejun Yoon, Nagarajan Raghavan, and Hyunseok Park. 2021. "Identifying Service Opportunities Based on Outcome-Driven Innovation Framework and Deep Learning: A Case Study of Hotel Service" Sustainability 13, no. 1: 391. https://doi.org/10.3390/su13010391
APA StyleNam, S., Yoon, S., Raghavan, N., & Park, H. (2021). Identifying Service Opportunities Based on Outcome-Driven Innovation Framework and Deep Learning: A Case Study of Hotel Service. Sustainability, 13(1), 391. https://doi.org/10.3390/su13010391