Should aesthetics and design be viewed as strategic marketing tools? We argue in this paper there are currently limited frameworks and empirical evidence to help − should this be the ambition of marketers? We propose a hotelscape as a holistic evolution of the servicescape concept, which is developed to reflect the role that aesthetics and design can play in influencing consumer behaviour within moments of consumption. The study is based on 37 interviews with cosmopolitan type customers. An interpretive phenomenological approach is deployed to explore the lived experiences of art and design in a hotelscape. We conclude that aesthetics and design can support marketing aspirations in hedonistic consumer groups. Further, that it influences customer experience and directly impacts on their spend, word of mouth, repatronage and loyalty.
2012),"The role of strategic groups in understanding strategic human resource management", Personnel Review, Vol. 41 Iss 4 pp. 513-546 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
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AbstractPurpose -The purpose of this article is to discuss the methodological choices for a study of human resource management strategy implementation. Design/methodology/approach -The methodology examines the matching and Harvard approaches to human resource management research which are prevalent in the field. This is achieved by a two-stage methodology. First, a descriptive, quantitative survey methodology is employed to establish the extent to which strategic planning occurs in a rational way. Second, a qualitative, case study methodology examines the reasons behind the strategic choices made. Findings -Limited evidence of formal planning, in line with the matching approach was found, particularly around the organisation's choice of human resource policies. Instead policies were determined by influences suggested in the Harvard approach, including stakeholders, organisation culture and power. The combined approach of quantitative and qualitative research offers a more balanced explanation than the previous independent research undertaken in the field. Research limitations/implications -Limitations to the research included the difficulty in accessing commercially sensitive data on strategy planning. The study was limited to only six industries, thus making generalisability difficult. Perceptual measures were used, increasing the risk of respondent bias. Further research to extend the range of industries studied, longitudinal research and the use of objective data would be of benefit.Originality/values -The paper is of value to academics wishing to consider the relevance of methodologies for research into the strategic planning process.
Organisations implement downsizing to overcome difficult and uncertain trading conditions, reduce complexity and gain strategic fit. Academic theory tends to focus on the human resource implications of downsizing. Whilst such articles may acknowledge the role of product elimination, there is limited understanding of either how it can be accomplished or of the customer retention benefits that may be derived. Service deletion theory promotes the use of partial or full elimination strategies as a means to gain positive outcomes. This study utilised interviews and questionnaires to examine product elimination success in the UK financial services industry. It identified that customer retention could be achieved post elimination if the desire to accomplish this was built into the removal process. The implication is that strategically aligning the objectives and implementation of a downsizing activity is more likely to result in positive elimination outcomes that can support the company's longer-term commercial objectives.
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