Sustainability in the Global Hotel Industry 2011–2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Hotel Industry Procurement and Marketing Initiatives

Date: October 22, 2011
Pages: 167
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Report type: Strategic Report
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Sustainability in the Global Hotel Industry 2011–2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Hotel Industry Procurement and Marketing Initiatives
Synopsis
  • The report is based on primary surveys conducted by World Market Intelligence accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements on sustainability management of 160 industry executives are captured in our in-depth survey, of which 73% represent directors, C-level executives and departmental heads.
  • The geographical scope of the research is global – drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Africa and Middle East.
  • The report analyzes expenditure of hotel industry buyers on sustainability, sustainable procurement practices and critical factors that influence supplier selection.
  • Key topics covered include category-level spending outlooks, market-specific growth opportunities, investment opportunities and principal challenges associated with the implementation of sustainable practices.
  • In this report, buyers identify their sustainable procurement budgets; along with essential sustainability measures that influence supplier selection
  • The report provides extensive analysis on effective promotional channels and major drivers of green marketing, along with the key features of marketing green credentials.
  • The report provides qualitative analysis of key industry opportunities and threats and also contains the full survey results.

Summary
“Sustainability in the Global Hotel Industry 2011–2012: Market Trends and Opportunities, Forecast of Budgets and Profitability, Hotel Industry Procurement and Marketing Initiatives” is a new report by World Market Intelligence that analyzes how companies in the hotel industry perceive sustainability. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability plus the market-specific growth opportunities associated with the implementation of sustainable practices. It also benchmarks successful sustainable initiatives and energy-efficiency measures adopted by various companies. This report also examines the impact of sustainability on profits and cost saving targets set by companies. It also analyzes the procurement strategies and practices being undertaken; category-level spending outlooks; changes in sustainable procurement budgets; supplier selection criteria and investment opportunities available for leading purchase decision makers. The report identifies key drivers and practices of green marketing, and the channels used to effectively market green credentials.ScopeThe report features the opinions of hotel industry respondents related to the following:
  • What sustainability means to the industry
  • Factors that drive sustainability measures
  • Barriers that confront effective implementation of sustainability.
  • Sustainable and energy efficiency measures and their impact on profitability.
  • Metrics used for the measurement of sustainability performance.
  • Procurement of sustainable materials.
  • Demand for sustainable products and services, including markets that will drive growth.
  • Changes expected in sustainability budgets and cost saving targets.
  • Methods of marketing green credentials and the use of media channels.
  • Sustainability leaders.

Reasons To Buy
  • Drive revenues by understanding future sustainable product investment areas and growth regions
  • Formulate effective sales and marketing strategies by identifying buyer sustainability budgets and areas of investment.
  • Better promote your business by aligning capabilities and business practices with the changing sustainability needs of customers.
  • Uncover the business outlook, key sustainability challenges and opportunities
  • Understand the effect of sustainability on other players and competitors in the industry.
  • Benchmark sustainable initiatives with key industry leaders and identify major trends that affect the industry.
  • Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers.
  • Identify specific green marketing channels your competitors are using to win business.

Key Highlights
  • Cost savings and operational efficiency plus strengthening competitive position are major drivers influencing sustainability efforts in the hotel industry.
  • Survey results show that 41% of hotel industry suppliers expect to see an increase in profitability over the next 12 months due to implementation of sustainability.
  • Reduction of energy consumption, effective minimization of water consumption and effective minimization of waste are critical sustainability criteria for supplier selection.
1 INTRODUCTION

1.1 What is this report about?
1.2 Definitions
1.3 Methodology
1.4 Profile of survey respondents
  1.4.1 Profile of buyer respondents
  1.4.2 Profile of supplier respondents

2 EXECUTIVE SUMMARY

3 SUSTAINABILITY IN THE HOTEL INDUSTRY

3.1 Perception of sustainability
  3.1.1 Perception of sustainability - buyers
  3.1.2 Perception of sustainability - suppliers
  3.1.3 Perception of sustainability - region
  3.1.4 Perception of sustainability - turnover
3.2 Sustainability in business functions
  3.2.1 Sustainability in business functions - buyers
  3.2.2 Sustainability in business functions - suppliers
  3.2.3 Sustainability in business functions - region
  3.2.4 Sustainability in business functions - turnover
3.3 Key drivers of sustainability
  3.3.1 Key drivers of sustainability - buyers
  3.3.2 Key drivers of sustainability – suppliers
  3.3.3 Key drivers of sustainability - region
  3.3.4 Key drivers of sustainability - turnover
3.4 Major barriers to sustainability
  3.4.1 Major barriers to sustainability - buyers
  3.4.2 Major barriers to sustainability - suppliers
  3.4.3 Major barriers to sustainability – region
  3.4.4 Major barriers to sustainability - turnover
3.5 Key markets for growth
  3.5.1 Key markets for growth - buyers
  3.5.2 Key markets for growth - suppliers
  3.5.3 Key markets for growth - region
  3.5.4 Key Markets for Growth - Turnover

4 IMPLEMENTATION OF SUSTAINABILITY

4.1 Organizational pre-requisites for sustainability
  4.1.1 Organizational pre-requisites for sustainability – buyers
  4.1.2 Organizational pre-requisites for sustainability - suppliers
  4.1.3 Organizational pre-requisites for sustainability - region
  4.1.4 Organizational pre-requisites for sustainability - turnover
4.2 Implementation of sustainable measures
  4.2.1 Implementation of sustainable measures - buyers
  4.2.2 Implementation of sustainable measures - suppliers
  4.2.3 Implementation of sustainable measures - region
  4.2.4 Implementation of sustainable measures - turnover
4.3 Key energy efficiency measures
  4.3.1 Key energy efficiency measures – buyers
  4.3.2 Key energy efficiency measures - suppliers
  4.3.3 Key energy efficiency measures – region
  4.3.4 Key energy efficiency measures - turnover
4.4 Initiatives for community development
  4.4.1 Initiatives for community development - buyer
  4.4.2 Initiatives for community development - supplier
  4.4.3 Initiatives for community development - region
  4.4.4 Initiatives for community development - turnover
4.5 Eco-friendly practices
  4.5.1 Eco-friendly practices - buyer
  4.5.2 Eco-friendly practices – supplier
  4.5.3 Eco-friendly practices - region
  4.5.4 Eco-friendly practices – turnover
4.6 Sustainable construction policies
  4.6.1 Sustainable construction policies - buyer
  4.6.2 Sustainable construction policies - supplier
  4.6.3 Sustainable construction policies - region
  4.6.4 Sustainable construction policies - turnover
4.7 Effective monitoring of sustainability
  4.7.1 Effective monitoring of sustainability - buyers
  4.7.2 Effective monitoring of sustainability - suppliers
  4.7.3 Effective monitoring of sustainability - region
  4.7.4 Effective monitoring of sustainability - turnover

5 FINANCIAL IMPLICATIONS OF SUSTAINABILITY

5.1 Cost saving expectations
  5.1.1 Cost saving expectations - buyers
  5.1.2 Cost saving expectations - suppliers
  5.1.3 Cost saving expectations - region
  5.1.4 Cost saving expectations - turnover
5.2 Impact of sustainability on profits
  5.2.1 Impact of sustainability on profits - buyers
  5.2.2 Impact of sustainability on profits - suppliers
  5.2.3 Impact of sustainability on profits - region
  5.2.4 Impact of sustainability on profits - turnover
5.3 Planned change in sustainability budgets
  5.3.1 Planned change in sustainability budgets - buyers
  5.3.2 Planned change in sustainability budgets - suppliers
  5.3.3 Planned change in sustainability budgets - region
  5.3.4 Planned change in sustainability budgets - turnover

6 SUSTAINABLE PROCUREMENT

6.1 Critical factors for supplier selection
  6.1.1 Critical factors for supplier selection - buyers
  6.1.2 Critical factors for supplier selection - region
  6.1.3 Critical factors for supplier selection - turnover
  6.1.4 Critical factors for supplier selection - senior level respondents
6.2 Level of supplier engagement
  6.2.1 Level of supplier engagement - region
  6.2.2 Level of supplier engagement - turnover
6.3 Expenditure on sustainable procurement
  6.3.1 Expenditure on Sustainable Procurement - region
  6.3.2 Expenditure on Sustainable Procurement - turnover
  6.3.3 Expenditure on Sustainable Procurement vs. Profitability
6.4 Procurement of sustainable products and services
  6.4.1 Procurement of sustainable products and services - buyers
  6.4.2 Procurement of sustainable products and services - region
  6.4.3 Procurement of sustainable products and services - turnover

7 MARKETING GREEN INITIATIVES

7.1 Drivers of green marketing
  7.1.1 Drivers of green marketing - region
  7.1.2 Drivers of green marketing - turnover
7.2 Marketing of green credentials
  7.2.1 Marketing of green credentials - region
  7.2.2 Marketing of green credentials - turnover
7.3 Effective channels of promotion
  7.3.1 Effective channels of promotion - region
  7.3.2 Effective channels of promotion - turnover
7.4 Industry leaders in sustainability

8 APPENDIX

8.1 Full survey results
8.2 Methodology
8.3 Contact us
8.4 About World Market Intelligence
8.5 Disclaimer

LIST OF TABLES

Table 1: Total Global Hotel Industry Survey Respondents by Company Type, 2011
Table 2: Buyer Respondents: Job Role (%), 2011
Table 3: Buyer Respondents: Global Turnover (%), 2011
Table 4: Buyer Respondents: Region (%), 2011
Table 5: Supplier Respondents: Job Role (%), 2011
Table 6: Supplier Respondents: Global Turnover (%), 2011
Table 7: Supplier Respondents: Region (%), 2011
Table 8: Perception of Sustainability: Buyers (%), 2011–2012
Table 9: Perception of Sustainability: Suppliers (%), 2011–2012
Table 10: Perception of Sustainability: Region (%), 2011–2012
Table 11: Perception of Sustainability: Turnover (%), 2011–2012
Table 12: Sustainability in Business Functions: Hotel Owners and Operators (%), 2011–2012
Table 13: Sustainability in Business Functions: Hotel Industry Suppliers (%), 2011–2012
Table 14: Key Drivers of Sustainability: Buyer (%), 2011–2012
Table 15: Key Drivers of Sustainability: Supplier (%), 2011–2012
Table 16: Key Drivers of Sustainability: Region (%), 2011–2012
Table 17: Key Drivers of Sustainability: Turnover (%), 2011–2012
Table 18: Major Barriers to Sustainability: Buyer (%), 2011–2012
Table 19: Major Barriers to Sustainability: Supplier (%), 2011–2012
Table 20: Major Barriers to Sustainability: Region (%), 2011–2012
Table 21: Major Barriers to Sustainability: Turnover (%), 2011–2012
Table 22: Key Markets for Growth: Hotel Owners and Operators (%), 2011–2012
Table 23: Key Markets for Growth: Hotel Industry Suppliers (%), 2011–2012
Table 24: Organizational Pre-requisites for Sustainability: Buyer (%), 2011–2012
Table 25: Organizational Pre-requisites for Sustainability: Supplier (%), 2011–2012
Table 26: Organizational Pre-requisites for Sustainability: Region (%), 2011–2012
Table 27: Organizational Pre-requisites for Sustainability: Turnover (%), 2011–2012
Table 28: Implementation of Sustainable Measures: Hotel Owners and Operators (%), 2011–2012
Table 29: Implementation of Sustainable Measures: Hotel Industry Suppliers (%), 2011–2012
Table 30: Key Energy Efficiency Measures: Hotel Owners and Operators (%), 2011–2012
Table 31: Key Energy Efficiency Measures: Hotel Industry Suppliers (%), 2011–2012
Table 32: Key Energy Efficiency Measures: Region (%), 2011–2012
Table 33: Key Energy Efficiency Measures: Turnover (%), 2011–2012
Table 34: Initiatives for Community Development: Hotel Owners and Operators (%), 2011–2012
Table 35: Initiatives for Community Development: Hotel Industry Suppliers (%), 2011–2012
Table 36: Initiatives for Community Development: Region (%), 2011–2012
Table 37: Initiatives for Community Development: Turnover (%), 2011–2012
Table 38: Eco-friendly Practices: Hotel Owners and Operators (%), 2011–2012
Table 39: Eco-friendly Practices: Hotel Industry Suppliers (%), 2011–2012
Table 40: Eco-friendly Practices: Region (%), 2011–2012
Table 41: Eco-friendly Practices: Turnover (%), 2011–2012
Table 42: Sustainable Construction Policies: Hotel Owners and Operators (%), 2011–2012
Table 43: Sustainable Construction Policies: Hotel Industry Suppliers (%), 2011–2012
Table 44: Sustainable Construction Policies: Region (%), 2011–2012
Table 45: Sustainable Construction Policies: Turnover (%), 2011–2012
Table 46: Effective Monitoring of Sustainability: Hotel Owners and Operators (%), 2011–2012
Table 47: Effective Monitoring of Sustainability: Hotel Industry Suppliers (%), 2011–2012
Table 48: Effective Monitoring of Sustainability: Region (%), 2011–2012
Table 49: Effective Monitoring of Sustainability: Turnover (%), 2011–2012
Table 50: Cost Saving Expectations: Buyer (%), 2011–2012
Table 51: Cost Saving Expectations: Supplier (%), 2011–2012
Table 52: Cost Saving Expectations: Region (%), 2011–2012
Table 53: Cost Saving Expectations: Turnover (%), 2011–2012
Table 54: Impact of Sustainability on Profits of buyer (%), 2011–2012
Table 55: Impact of Sustainability on Profits of supplier (%), 2011–2012
Table 56: Impact of Sustainability on Profits of Region (%), 2011–2012
Table 57: Impact of Sustainability on Profits of Turnover (%), 2011–2012
Table 58: Planned Change in Sustainability Budgets: buyer (%), 2010–2012
Table 59: Planned Change in Sustainability Budgets: supplier (%), 2010–2012
Table 60: Planned Change in Sustainability Budgets: Region (%), 2011–2012
Table 61: Planned Change in Sustainability Budgets: Turnover (%), 2011–2012
Table 62: Critical Factors for Supplier Selection: Hotel Owners and Operators (%), 2011
Table 63: Level of Supplier Engagement - buyer (%), 2011
Table 64: Level of Supplier Engagement: Region (%), 2011
Table 65: Level of Supplier Engagement: Turnover (%), 2011
Table 66: Expenditure on Sustainable Procurement - buyer (%), 2011
Table 67: Expenditure on Sustainable Procurement : Region (%), 2011
Table 68: Expenditure on Sustainable Procurement : Turnover (%), 2011
Table 69: Expenditure on Sustainable Procurement vs. Profitability (%), 2011
Table 70: Procurement of Sustainable Products and Services: Hotel Operators (%), 2011–2012
Table 71: Drivers of Green Marketing: supplier (%), 2011–2012
Table 72: Drivers of Green Marketing: Region (%), 2011–2012
Table 73: Drivers of Green Marketing: Turnover (%), 2011–2012
Table 74: Marketing of Green Credentials: supplier (%), 2010–2012
Table 75: Marketing of Green Credentials: Region (%), 2011–2012
Table 76: Marketing of Green Credentials: Turnover (%), 2011–2012
Table 77: Effective Channels of Promotion: supplier (%), 2010–2012
Table 78: Effective Channels of Promotion: Region (%), 2011–2012
Table 79: Effective Channels of Promotion: Turnover (%), 2011–2012
Table 80: Flag Bearing Companies in the Hotel Industry, 2011–2012
Table 81: Survey Results - Closed Questions

LIST OF FIGURES

Figure 1: Perception of Sustainability: Buyers (%), 2011–2012
Figure 2: Perception of Sustainability: Suppliers (%), 2011–2012
Figure 3: Perception of Sustainability: Region (%), 2011–2012
Figure 4: Perception of Sustainability: Turnover (%), 2011–2012
Figure 5: Sustainability in Business Functions: Hotel Owners and Operators (%), 2011–2012
Figure 6: Sustainability in Business Functions: Hotel Industry Suppliers (%), 2011–2012
Figure 7: Sustainability in Business Functions: Region (%), 2011–2012
Figure 8: Sustainability in Business Functions: Turnover (%), 2011–2012
Figure 9: Key Drivers of Sustainability: Buyer vs. Supplier (%), 2011–2012
Figure 10: Key Drivers of Sustainability: Buyer (%), 2011–2012
Figure 11: Key Drivers of Sustainability: Supplier (%), 2011–2012
Figure 12: Key Drivers of Sustainability: Region (%), 2011–2012
Figure 13: Key Drivers of Sustainability: Turnover (%), 2011–2012
Figure 14: Major Barriers to Sustainability: Buyer (%), 2011–2012
Figure 15: Major Barriers to Sustainability: Supplier (%), 2011–2012
Figure 16: Major Barriers to Sustainability: Region (%), 2011–2012
Figure 17: Major Barriers to Sustainability: Turnover (%), 2011–2012
Figure 18: Key Markets for Growth, 2011–2012
Figure 19: Key Markets for Growth: Hotel Owners and Operators (%), 2011–2012
Figure 20: Key Markets for Growth: Hotel Industry Suppliers (%), 2011–2012
Figure 21: Key Markets for Growth: Region (%), 2011–2012
Figure 22: Key Markets for Growth: Turnover (%), 2011–2012
Figure 23: Organizational Pre-requisites for Sustainability: Buyer (%), 2011–2012
Figure 24: Organizational Pre-requisites for Sustainability: Supplier (%), 2011–2012
Figure 25: Organizational Pre-requisites for Sustainability: Region (%), 2011–2012
Figure 26: Organizational Pre-requisites for Sustainability: Turnover (%), 2011–2012
Figure 27: Implementation of Sustainable Measures: Hotel Owners and Operators (%), 2011–2012
Figure 28: Implementation of Sustainable Measures: Hotel Industry Suppliers (%), 2011–2012
Figure 29: Implementation of Sustainable Measures: Region (%), 2011–2012
Figure 30: Implementation of Sustainable Measures: Turnover (%), 2011–2012
Figure 31: Key Energy Efficiency Measures: Hotel Owners and Operators (%), 2011–2012
Figure 32: Key Energy Efficiency Measures: Hotel Industry Suppliers (%), 2011–2012
Figure 33: Key Energy Efficiency Measures: Region (%), 2011–2012
Figure 34: Key Energy Efficiency Measures: Turnover (%), 2011–2012
Figure 35: Initiatives for Community Development: Hotel Owners and Operators (%), 2011–2012
Figure 36: Initiatives for Community Development: Hotel Industry Suppliers (%), 2011–2012
Figure 37: Initiatives for Community Development: Region (%), 2011–2012
Figure 38: Initiatives for Community Development: Turnover (%), 2011–2012
Figure 39: Eco-friendly Practices: Hotel Owners and Operators (%), 2011–2012
Figure 40: Eco-friendly Practices: Hotel Industry Suppliers (%), 2011–2012
Figure 41: Eco-friendly Practices: Region (%), 2011–2012
Figure 42: Eco-friendly Practices: Turnover (%), 2011–2012
Figure 43: Sustainable Construction Policies: Hotel Owners and Operators (%), 2011–2012
Figure 44: Sustainable Construction Policies: Hotel Industry Suppliers (%), 2011–2012
Figure 45: Sustainable Construction Policies: Region (%), 2011–2012
Figure 46: Sustainable Construction Policies: Turnover (%), 2011–2012
Figure 47: Effective Monitoring of Sustainability: Hotel Owners and Operators (%), 2011–2012
Figure 48: Effective Monitoring of Sustainability: Hotel Industry Suppliers (%), 2011–2012
Figure 49: Effective Monitoring of Sustainability: Region (%), 2011–2012
Figure 50: Effective Monitoring of Sustainability: Turnover (%), 2011–2012
Figure 51: Cost Saving Expectations: Buyer (%), 2011–2012
Figure 52: Cost Saving Expectations: Supplier (%), 2011–2012
Figure 53: Cost Saving Expectations: Region (%), 2011–2012
Figure 54: Cost Saving Expectations: Turnover (%), 2011–2012
Figure 55: Impact of Sustainability on Profits of buyer (%), 2011–2012
Figure 56: Impact of Sustainability on Profits of supplier (%), 2011–2012
Figure 57: Impact of Sustainability on Profits of Region (%), 2011–2012
Figure 58: Impact of Sustainability on Profits of Turnover (%), 2011–2012
Figure 59: Planned Change in Sustainability Budgets: buyer (%), 2010–2012
Figure 60: Planned Change in Sustainability Budgets: supplier (%), 2010–2012
Figure 61: Planned Change in Sustainability Budgets: Region (%), 2011–2012
Figure 62: Planned Change in Sustainability Budgets: Turnover (%), 2011–2012
Figure 63: Critical Factors for Supplier Selection: Hotel Owners and Operators (%), 2011
Figure 64: Critical Factors for Supplier Selection: Region (%), 2011
Figure 65: Critical Factors for Supplier Selection: Turnover (%), 2011
Figure 66: Critical Factors for Supplier Selection: Senior Level Respondents (%), 2011
Figure 67: Level of Supplier Engagement - buyer (%), 2011
Figure 68: Level of Supplier Engagement: Region (%), 2011
Figure 69: Level of Supplier Engagement: Turnover (%), 2011
Figure 70: Expenditure on Sustainable Procurement - buyer (%), 2011
Figure 71: Expenditure on Sustainable Procurement : Region (%), 2011
Figure 72: Expenditure on Sustainable Procurement : Turnover (%), 2011
Figure 73: Procurement of Sustainable Products and Services: Hotel Operators (%), 2011–2012
Figure 74: Procurement of Sustainable Products and Services: Region (%), 2011–2012
Figure 75: Procurement of Sustainable Products and Services: Turnover (%), 2011–2012
Figure 76: Drivers of Green Marketing: supplier (%), 2011–2012
Figure 77: Drivers of Green Marketing: Region (%), 2011–2012
Figure 78: Drivers of Green Marketing: Turnover (%), 2011–2012
Figure 79: Marketing of Green Credentials: supplier (%), 2010–2012
Figure 80: Marketing of Green Credentials: Region (%), 2011–2012
Figure 81: Marketing of Green Credentials: Turnover (%), 2011–2012
Figure 82: Effective Channels of Promotion: supplier (%), 2010–2012
Figure 83: Effective Channels of Promotion: Region (%), 2011–2012
Figure 84: Effective Channels of Promotion: Turnover (%), 2011–2012

COMPANIES MENTIONED

InterContinental Boston, Hotel Rodas, Hyatt Regency, Onity, Peabody Orlando hotel, Courtyard Charleston and Summerville, Marriott, Ritz-Carlton hotel company, L.L.C, Prima, Accor North America, Fairmont hotels and resorts, Fairmont Makati, Fairmont Nanjing, Fairmont Taiyuan, ITC hotels, InterContinental Hotels Group (IHG) PLC, Hilton Edinburgh Grosvenor hotel, Prestige, White Hall Products, Crowne Plaza hotel, NH Hoteles, Scandic Berlin Potsdamer Platz, Fairmont Banff Springs Hotel, Delta Hotels and Resorts, the Cavendish London, Gautier, Delta Faucet Company, Gaylord Entertainment, Atlas Hospitality, Matrix Hotel, Huntington Hotel Group, andel’s Hotel Berlin, Sheraton Denver Downtown Hotel, Inncom, Westin Tokyo hotel, LG electronics USA, Ovation Networks, Inc, Claremont Hotel, Magnum Energy Solutions LLC, Solis hotels and resorts, Moevenpick hotel, Audit Logistics LLC, Cinnamon Grand Colombo hotel, NH Dresden Altmarkt hotel, Plaza Hotel, AxiomLED, New Shore Hotel, Winn hotel group, Grange Hotels, Four Star Grange Tower Bridge Hotel, ITC, Royal Cliff Hotels Group, Unirac, Inc, Nordic hotels, Hotel De L'Europe, Triolight, URBN hotel, Listel Hotel, Omni Dallas hotel, Circus Hotel, Courtyard Philadelphia Downtown, ABC Leisure, Fuerte Hoteles, Mövenpick, ABTA, Gran Meliá Palacio de Isora, Anantara, Grant Hyatt, Norwegian Cruises, Anglo welsh, Green Achiever, Novotel Manchester West, Applied Technologies and Design Ltd., Green Hotelier, Oberoi Hotel, AT&T Green star, ONE Hotels, barcelo GRI, beacon green hotel, Grupo Pestana, Belu, GTBS, Quantis International, Best Western, Guludo Radisson, Bio Hotels, Hilton Rezador, Hilton Buenavista Toledo, Hilton Malta, Royal Caribbean, Holiday Inn, Hotel Berner, Hotel Ferienart, Sime Darby, Choice, Six Senses Resorts & Spas, Intercontinental Soneva Fushi, Eastman Chemical Co, Interface Carpet, Starwood Hotels & Resorts, Eco lab, Sun International, Eden Springs Europe, JCORP, Swissotel, Taj Hotel, Thomas Cook Belgium, ENKEV Joker Reizen, Kayak Africa, TUI Travel, FCSI, Klima Hotel, Uniglobe Travel Center, Finnair Kuoni Belgium, Vail/Rock Resorts, Leela kapanski hotel, Forbo, Fouquets Paris, McGean Rocho and Four Seasons
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