A Profile of the

Hospitality Industry
A Profile of the
Hospitality Industry

Second Edition

Betsy Bender Stringam

A Profile of the Hospitality Industry, Second Edition
Copyright © Business Expert Press, LLC, 2021.

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 Abstract
The hospitality industry is generally referred to as businesses that pro-
vide accommodation and food service. Traditionally an entrepreneurial
business, it now includes organizations ranging from small independent
cafés to large multinational corporations. Businesses in the hospitality in-
dustry have many organizational structures, including whole ownership,
franchising, consortia, and management contracts as key configurations.
Affected by capital investment, travel and tourism trends, threats and op-
portunities, the hospitality industry has proved resilient.
The hospitality industry is unique in many aspects of organization
and strategy. In addition, the hospitality product is generally part ser-
vice and part product, produced and consumed simultaneously, and
includes the customer as part of the delivery process. Inventory is perish-
able. Human resources play a significant role, as the hospitality industry
is labor intensive.
Because the hospitality industry is very diverse, governmental regula-
tion and policies influence many aspects of the industry. Of primary con-
cern are policies that promote or restrict tourism and travel. Guest and
employee safety are highly regulated. Hospitality businesses are subject to
labor provisions, food safety laws, and requirements for accommodations
for customers with disabilities. Global expansion is also highly regulated,
with requirements for partnership and governmental ownership in for-
eign development and investment.
The hospitality industry is ripe with opportunity and challenges.
Global expansion is increasingly a part of the modern hospitality indus-
try. The hospitality industry faces many challenges. The ongoing threat
of terrorism to travel remains a concern. Cost and availability of capi-
tal for expansion can be an obstacle in some markets. Technology has
changed the distribution of the hospitality product. Pricing transparency
in lodging and accommodations threatens commoditization. Social mar-
keting, while presenting opportunities, has also destabilized the ratings
vi ABSTRACT

and information process of hospitality products, putting control of infor-

mation in the hands of the consumer. Greening, or sustainability efforts,
provides both opportunity and challenge as hospitality organizations em-
brace market, methods, and processes that renew and replenish resources.

Keywords
hospitality; hotel; motel; inn; resort; restaurant; food service; quick ser-
vice; lodging; catering; gaming; casino; tourism
 Contents
Chapter 1 Introduction......................................................................1
Chapter 2 How the Industry Operates................................................7
Chapter 3 Industry Organization and Competition..........................39
Chapter 4 Uniqueness of the Hospitality Product.............................67
Chapter 5 Competitive Strategies.....................................................73
Chapter 6 Outside Market Forces.....................................................95
Chapter 7 Challenges and Opportunities for the Industry..............109

Endnotes.............................................................................................131
References............................................................................................151
Resources for Further Study...................................................................169
Index..................................................................................................171
 CHAPTER 1

Introduction

Travel is often considered everyone’s favorite pastime.1 Thus, it is no won-

der that many consider the hospitality industry to be one of the world’s
biggest industries. It is estimated that 1 in 10 jobs worldwide is a part
of the hospitality industry.2 So pervasive is the hospitality industry that
quick service restaurants and their related franchises are considered one of
America’s largest and best exports.3
The hospitality industry is generally referred to as businesses that pro-
vide accommodation and food service. The North American Industry
Classification System, a coding system developed for the U.S. Census Bu-
reau, classifies Accommodation and Food Service together. The hospitality
industry is composed of several smaller industries: lodging, food service,
and travel-related recreation. Hotels, motels, resorts, inns, and bed and
breakfasts make up most of the lodging or accommodation industry. The
food service industry is diverse and is often classified into Quick Service,
Casual, Full Service, On-site Foodservice (contract), Private Clubs, Bars
and Beverage Management, Catering, and Event Management.4 Gaming
or casinos are often considered a component of the hospitality industry
where they intersect with hotels and restaurants.
The hospitality industry is very diverse: from small mom and pop
diners to large multi-thousand hotel room complexes. The industry is
located throughout the world in many facets, structures, and designs. But
the hospitality industry is more than just a place to stay or a meal to eat.
It often serves as the hub of a community.5 Restaurants and hotels serve
as a center for commodities, capital, and information.6 People gather at
hotels and restaurants in pursuit of commerce, conversation, and culture.
Conrad Hilton believed hotels and restaurants become the “focal point
for the exchange of knowledge between millions of people … who have
2 A PROFILE OF THE HOSPITALITY INDUSTRY, SECOND EDITION

come there because they want to know each other better, trade with each
other and live with each other in peace.”7 As economies and communities
develop, hotels and restaurants play a vital role beyond the provision of
beds and meals.8 The hospitality industry contributes to a community’s
economic, social, and cultural development.9
The hospitality industry has often been charged with helping to facili-
tate a global economy, often known as an ambassador to the community
or country.10 Many believe that international travel can help establish
world peace.11 In the years following World War II, several hotel com-
panies were recruited to build hotels internationally as part of the “good
neighbor policy.”12 Hilton Hotels developed a corporate motto during
that era that reflected the view of many: “World Peace through Interna-
tional Trade and Travel.”13 Conrad Hilton believed in this philosophy
of establishing world peace by increasing international trade by opening
hotels in many international cities. InterContinental Hotels was formed
to help facilitate world trade with the belief that world peace could be
achieved by enriching and strengthening economies of smaller countries
throughout Latin America and the rest of the globe, thereby lessening the
appeal of dominant countries and further world wars.14 The hospitality
industry has helped to unite warring factions in other countries such as
Guatemala and India.15
The hospitality industry is complex, with many structures and pro-
cesses. The industry is diverse in its history, with chronicles of many dif-
ferent key players. The hospitality industry is composed of many small
businesses as well as several large multinational businesses. There are many
independent hotels and restaurants with varying affiliations. In contrast,
acquisitions and mergers have been abundant in the hospitality industry,
resulting in a small number of large multinational companies.
The hospitality industry has several unique components that set it
apart from other industries. Inventory is highly perishable. Service is as
much of the product as the tangible room or meal. As such, the customer
is highly woven into the product and service delivery. While brands and
large company ownership are prevalent, the majority of the hospitality
industry is still owned and operated by individuals. Although not unique
to the hospitality industry, labor is a key component of the hospitality
product.
 Introduction 3

The Origins of the Hospitality Industry

Where does the hospitality industry begin? As long as people have had a
need to travel and eat, there have been accommodations and food service.
There are mentions of lodging and food service in ancient Babylonian,
Greek, Hindu, Islamic, and biblical histories.16 Japanese history tells of
ryokans. There were caravansaries along the China Silk route, d­ haramshalas
in India, and pandocheions in ancient Greece.17
History has many periods of travel through the exploration and ex-
pansion of empires, nations, and continents, giving birth to the lodging
and food service industries. The early hospitality industry was developed
to meet the basic lodging and meal requirements of early travelers. Tav-
erns, inns, and “ordinaries” were built to accommodate people as they
migrated and traveled.18 Throughout history, it was common for a hotel
or restaurant to be one of the first buildings as new towns were built.19
Lodging and food service had many faces through early history. Trav-
elers often stayed in private homes, cottages, and keeps. Food service in
early years was basic and rudimentary: simple meals served at set meal
periods, with travelers eating together, often from the same bowls or
troughs.20
Since those early years, the lodging industry developed as a place for
business travelers to stay and for developing forms of leisure travel. Ho-
tels evolved from places of simple accommodation to large hotels with
many services and amenities, from small bed and breakfasts to mega re-
sort complexes.21 Food service progressed from simple fare meeting basic
dietary needs to elaborate entertainment intertwined with extensive food
and beverage offerings. Restaurants today encompass everything from
single-owned small restaurants to worldwide quick service enterprises to
grand luxurious dining experiences.

Casinos

Gambling as entertainment or sport has been around since the early civi-
lizations of man.22 Informal games of cards, dice, and dominos has long
been a pastime in many cultures. Casino gambling as a part of the hospi-
tality industry traces its origins to Europe: Venice and Monte Carlo are
4 A PROFILE OF THE HOSPITALITY INDUSTRY, SECOND EDITION

often credited with the first casinos.23 The history of gambling is varied,
with most countries, states, and territories going back and forth between
embracing and outlawing gambling.24
Today, casino hotels are scattered across the globe. Most well-known
are the large destination gaming communities of Las Vegas, Dubai,
Macau, Monaco, Singapore, Australia’s Gold Coast, and the territories
of South Africa.25 Expansion of the casino resort industry is rapid, with
casino development on six of the seven continents of the world.26

How the Book Is Organized

This book begins with an overall history of the hospitality industry, high-
lighting key developments and changes that have occurred. In view of the
complexity of the industry, the history is not all contained in Chapter 2.
As elements of the industry are introduced in further chapters, those
pieces of history are discussed there. For example, as the concept of fran-
chising is introduced in Chapter 3, a brief history of franchising for the
hospitality industry is included. Chapter 2 also includes a brief summary
of key players for the hotel, restaurant, and gaming industries. Because
the industries are so complex with such a long history, it is not possible to
introduce all the key players from all the time periods within the bounds
of any book. Nevertheless, this chapter highlights a few details of many
of the key players.
Chapter 3 discusses the organization of the industry. The hospitality
industry is very complex, with many models of management, ownership,
and branding affiliations. With more than half of the hospitality industry
consisting of independent owners and operators, organization has many
formats. This chapter introduces the concepts of franchising, consortia,
and management contracts, discussing their history and role in the hos-
pitality industry. A brief discussion of the role of branding in the hospi-
tality industry is also included in this chapter. The hospitality industry
has weathered many economic cycles. A brief outline of these cycles and
factors that affect expansion and contraction of the industry are included
in this chapter.
The hospitality industry has many factors that make it unique.
Chapter 4 introduces these factors and explains their influence on the
 Introduction 5

hospitality industry. The hospitality product is part product and part ser-
vice. Chapter 4 discusses this complexity, including the role of customer
service and perishability of the product. The chapter also explains how the
hospitality industry is often location bound, limiting outsourcing.
Chapter 5 outlines the competitive strategies commonly deployed by
the hospitality industry. The role of loyalty programs and revenue man-
agement within the industry are explained. The chapter also discusses
pricing strategies, economies of scale, diversification, barriers to entry,
and strategic alliances.
Chapter 6 discusses outside market forces and their relationship to
the hospitality industry. The chapter reviews how availability and cost of
transportation and travel impact the hospitality industry. The chapter
discusses the changes technology has brought to the distribution of the
hospitality product. The chapter includes a discussion of the substitutes
for the hospitality industry and the role of partnerships with other in-
dustries. This chapter also outlines the regulations and policies that af-
fect the hospitality industry. A discussion of visas and regulations that
promote and deter travel ensues. Other regulations such as food safety
and security, guest and employee safety, and wage and labor regulations
are discussed.
Chapter 7 presents a view of the challenges and opportunities that
face the hospitality industry. Many factors present both opportunity and
challenge for the industry. For example, technology opens new markets
and communications with customers and streamlines many operations.
However, the hospitality technology industry is very fragmented, and
keeping up with changing technologies presents a challenge to many
hospitality operators. Chapter 7 discusses the opportunities and chal-
lenges in changing consumer values, sustainability, and differentiation.
The hospitality industry is threatened by many factors such as the decline
of leisure time, varying economies, terrorism, war, natural disaster, gov-
ernmental restrictions, adverse weather, transparency of pricing, cost and
availability of labor and land, and the need for refurbishment of much
of the hospitality product. Overall outlook for the hospitality industry
is very positive, with many opportunities for growth. Chapter 7 closes
with a discussion of growth opportunities, particularly within the inter-
national markets.
 Index
AccorHotels, 21, 41 Burger King, 13
Acquisition of labor, 70–72 Burns, Matthew, 13
ADA. See Americans with Disabilities
Act Capital, cost and availability of,
Africa hospitality industry, expansion 122–123
of, 129–130 Carrols Restaurant Group, Inc., 35
Aimbridge Hospitality, 29 Casinos, 1, 3–4, 16–20, 36–38
Airbnb, 98, 124 brand collection, 56
Ambassador, 2 Casual dining, 14
American Automobile Association Cathy, Truett, 13
diamond rating system, 97 Chain affiliation, 40–41
American Tavern, 11 Challenges, for hospitality industry,
Americana Hotels, 89 116–124
Americans with Disabilities Act capital, cost and availability of,
(ADA), 105 122–123
ANA hotels, 89 commoditization, threatening of,
Applebee’s Grill & Bar, 14 121–122
Aramark, 16, 36 disease or illness, outbreak of,
Asia hospitality industry, expansion 120–121
of, 58–59, 128–129 in economy, 117–118
Automatic Retailers of America leisure time, decline of, 117
(ARA). See Aramark refurbishment, 123
slow innovation, 117
Barriers to entry terrorism, 118–119
hotels, 80 threats to industry, 118
imitation, 81–82 wars and political instability,
restaurants, 80–81 119–120
Bell, Glen, 13 weather-related disasters, 121
Best Western, 21–22, 50 The Cheesecake Factory, 14
Bloomin’ Brands, 29–30 Chicago Hilton & Towers, 9
Bombings, as threat to hospitality Chili’s Grill & Bar, 14
industry, 118–119 Choice Hotels International,
Boulanger, 11 22, 78
Boyd Gaming, 36 Clarke Hotel, 9
Brand(s/ing) Cole, Samuel, 11
collectors, 52–56 Commoditization threatened by
strategies, 60–66 transparency of pricing,
Brinker International, 30 121–122
Brinker, Norman, 14 Compass Group, PLC, 36
BTG Hotels Group, 22 Competitive strategies, 73–93
Buffalo Wild Wings, 14 barriers to entry, 80–82
Bureau of Labor Statistics, 71 corporate strategies, 82–86
172 INDEX

Competitive strategies (continued ) Domino’s, 31

diversification, 92–93 Dossen International Group, 22
economies of scale, 76–80 Dual branding, 66
loyalty programs, 73–74 Dubrule, Paul, 21
pricing strategies, 74–75 Dunkin’ Donuts, 31
product development at every price Dusit International, 23
point, 75–76
revenue management, 74 Economic leakage, 86
strategic alliances, 86–92 Economies of scale, 76–80
Consolidation of hospitality industry, challenges to, 78–80
52–56 management-based, 78
Consortium, 49–50 in marketing, 76
Consumers in purchasing, 77–78
connectivity of, 113 standardized procedures, 76–77
health-conscious, 110 technology, 78
Convention on the Rights of Persons Economy, impact on hospitality
with Disabilities (CRPD), 105 industry, 117–118
Copthorne Hotel group, 89 Eldorado Resorts, 37
Coronavirus, 60, 120–121 Escarrer, Gabriel, 27
Corporate strategies, 82–86 Ethnic restaurants, 15
Cost. See also Pricing Expansion in hospitality industry, 56
of capital, 122–123 global, 82–86
low switching, 81–82 and recession cycles, 56–60
Costa Coffee, 31
Covid-19, 60, 120 Fast casual dining, 65
Cramer, Keith, 13 Fast food. See Quick service
Crown Resorts, 37 Fire safety rules, 104
CRPD. See Convention on the Rights FlipKey, 124
of Persons with Disabilities Flower Inn, 7
Customers Flynn Restaurant Group, 35
changing, 109 Fodor’s guidebook, 98
with disabilities, accommodations Food distribution, vertical integration
for, 105 in, 91–92
types of, 95–96 Food security, 104–105
Food Truck Paradise, 116
Darden Restaurants, 31 Four Seasons Hotels and Resorts,
Delmonico’s, 11 23, 63, 90
Dhanani Group, 35 Foxwood Casino, 18
Dicos, 31 Franchising, 46–49
Dine Brands Global, 31 Frequent guest programs. See Loyalty
Disney, Walt, 9 programs
Disneyland, 9 Future of hospitality industry,
Distribution channels 125–126, 130
hotels, 96–98
restaurants, 97 G6 Hospitality, 23
Distribution networks, 111–112 Galaxy Entertainment Group, 37
Diversification, 76, 92–93 Gambling, 3–4, 16–20
related, 92–93 Gaming, 1, 16–20. See also Casinos
unrelated, 93 GDP. See Gross Domestic Product
 INDEX
173
GDS. See Global Distribution System
Genting Group, 37
Global Distribution System (GDS),
96–97
Global expansion, of hospitality
industry
economic leakage, 86
history of, 82–84
international ownership structures,
84
international travelers, 86
joint ventures, 85
Global Pandemic, 60
Google, 98
Governments, partnerships with,
87–88
Great Food Truck Race, 116
Green concepts, for hospitality
industry, 115
GreenTree Hospitality Group, 23
Gross Domestic Product (GDP), 124
Guertin, Merile, 22
Guest/employee safety, 103–105
accommodations for disabled, 105
fire safety rules, 104
food security, 104–105
workplace health and safety, 104
Harvey, Fred, 40–41, 51, 77, 91
Health-conscious consumers, 110
Hersha Hospitality Management
(HHM), 29, 90
HHM. See Hersha Hospitality
Management
Hilton, Caribe, 87
Hilton, Conrad, 1–2, 24, 47
Hilton Hotels, 2, 24, 89, 90, 98
Ho, Stanly, 19
Holiday Inn, 9, 123
HomeAway, 98, 124
Hospitality industry
branding strategies, 60–66
challenges and opportunities,
109–130
challenges for, 116–124
competitive strategies of, 73–93
consolidation of, 52–56
consortium/referral groups of,
49–50
expansion and recession cycles,
56–60
franchising, 46–49
future growth, 125–126, 130
green concepts for, 115
history of, 7–20
human resource management,
70–72
international travel/global
expansion, 126–130
introduction to, 1–5
management contracts, 50–52
outside market forces, 95–107
medical tourism, 130
opportunities for, 124–130
origins of, 3–4
policies that promote/restrict,
100–103
strategic alliances in, 86–92
structure of, 39–46
sustainability of, 114–115
top players in, 20–38
Hospitality product, uniqueness of,
67–72
location, 69
nonguest buyer, 69
offering of experience, 68
part product, 67
part service, 67
perishability of inventory, 68–69
simultaneous production and
consumption, 68
Hot Shoppes, 16
Hotel management companies, 28–29
Hotel Okura, 24
Hotel ownership and development
companies, 29, 30
The Hotel Pennsylvania, 9
Hotels, 20–28. See also individual
hotels
barriers to entry, 80
classification of, 42
distribution channels, 96–98
history of, 7–9
segmentation in, 61–66
structure of, 42–45
timeshare and vacation ownership,
44–45
Huazhu Group Ltd., 23–24
174 INDEX

Human resource management, 70–72 Location of hospitality industry, 69

Hyatt Hotels Corporation, 24 Loyalty programs, 73–74
Lui, Che-woo, 19, 99
IFC. See International Finance
Committee Managed food service, 15–16, 36
IKEA, 32 Management contracts, 50–52
In-N-Out Burgers, 12 Mandarin Oriental Hotel Group, 26,
Indian Gaming Regulatory Act, 18 63
Ingram, Edgar Waldo, 12 Marketing, economies of scale in, 76
InterContinental Hotels and Resorts, Marriott International, 26
2, 25, 82, 89–91 Marriott, J.W., 9, 47
International chain restaurant McDonald’s Company, 12–13, 32,
companies, 34 46–47, 77, 83, 92
International expansion, of hospitality Medical tourism, 130
industry, 126–130 Melco Resorts & Entertainment,
International Finance Committee Limited, 38
(IFC), 126 Meliá Hotels International, 27
International travelers, 86 MGM Resorts International, 38
Interstate Hotels & Resorts, 99 Middle East hospitality industry,
Inventory, perishability of, 68–69 expansion of, 129–130
Millennium hospitality industry,
JD Wetherspoon, 32 expansion of, 59
Jin Jiang International Hotels (Group) Mobil’s star rating system, 97
Company Limited, 25–26, Monte Carlo, 17
85, 99 Motels, 9–10
Johnson, Howard, 9, 10, 46, 49, Muy! Companies, 35
91–92
Joint ventures, 85 Nikko Hotels, 89
Jollibee, 32 Nonguest buyer, 69
Jumeirah Group, 26, 63 North American Industry
Classification System, 1
Karcher, Carl, 13 NPC International, Inc., 35
Kentucky Fried Chicken, 13, 66,
83–84 Oberoi Hotels, 27
Kerzner, Sol, 27 Oberoi, M.S., 9, 27
King, Scott, 47 Occupational Safety and Health
Kirby, Jesse, 12 Administration (OSHA),
Kroc, Ray, 13, 46, 77 104
Offering of experience, 68
Labor Olive Garden, 14
acquisition, retention, and OpenTable, 98, 112
development of of, 70–72 Opportunities, 124–130
practices, 106–107 Origins of hospitality industry, 3–4
regulations, 106–107 OSHA. See Occupational Safety and
unions, 107 Health Administration
Las Vegas Sands, 37 Outback Steakhouse, 14
Le Meridian, 89 Outbreak of disease/illness, as threat
Leisure time, decline of, 117 to hospitality industry,
Les Trois Rois, 7 120–121
 INDEX
175

Outside market forces, 95–107 Regulations, for hospitality industry,

customers, types of, 95–96 100–107
distribution channels, 96–98 guest/employee safety, 103–105
partnerships, 99–100 labor practices, 106–107
regulation, 100–107 taxation, 107
substitutes for hospitality, 98–99 Restaurant Brands International
(RBI), 32
Pacific Rim hospitality industry, Restaurants, 10–12, 29–33. See also
expansion of, 58–59 individual restaurants
Panera Bread, 32 barriers to entry, 80–81
Part product, 67 brand collection, 54–56
Part service, 67 casual dining, 14
Partnerships, 99–100 classification of, 45
with governments, 87–88 distribution channels, 97
Pelisson, Gerard, 21 ethnic, 15
Pandemic, 70, 71, 112, 118, 130 franchisee companies, 35
Penn National Gaming, 38 international, 33–34
Pig Stand, 12 managed food service, 15–16
Policies promote/restrict hospitality quick service, 12–14
industry, 100–103 segmentation in, 64–65
Political instability, as threat to structure of, 45
hospitality industry, 119–120 Retention of labor, 70–72
Pricing. See also Cost Revenue management, 74
strategies, 74–75 Richard & Maurie McDonald, 13
transparency of, commoditization Rico, Puerto, 87
threatened by, 121–122 Ritz, Cesar, 40
Pritzker, Jay, 24
Product Saga Corporation, 16
development, at every price point, Saizeriya, 14
75–76 Sanders, Harland, 13
differentiation, 115–116 Sarno, Jay, 17
Production/consumption, Segmentation, 61–66
simultaneous, 68 Sharp, Isadore, 23, 63, 90
Purchasing, economies of scale in, SJM Holdings, 38
77–78 “Slow Food” movement, 110
Slow innovation, of hospitality
Quick service, 12–14 industry, 117
Snyder, Harry, 12
Ramada Inn, 10 Sodexo, Inc., 36
RBI. See Restaurant Brands Standardized procedures, economies
International of scale in, 76–77
Real estate investment trusts (REIT’s), Starbucks, 33
53, 58 Statler Company, 9
Real-estate product, divestiture of, Statler, Ellsworth, 8, 47, 52
42–44 The Stevens, 9
Red Lobster, 14 Strategic alliances, in hospitality
Referrals, 49–50 industry, 86–92
Reflagging, 64 partnerships with governments,
Refurbishment, 123 87–88
176 INDEX

Strategic alliances, in hospitality TSOGO Sun, 27–28

industry (continued ) TUI Group, 28
travel agent industry and hotel,
86–87 United Nations International Labor
vertical integration, 88–92 Organization, 106
Structure of hospitality industry, U.S. Census Bureau, 1
39–46 U.S. Marshall Fund Aid, 126
Substitutes for hospitality, 98–99 User-generated content, 97–98
Subway, 13, 33
Sukiya, 33 Vacation ownership, 44–45
Sustainability, 114–115 Vertical integration, 88–92
Swissôtels, 89 in food distribution, 91–92
Switching costs, 81–82 Visas, 101–102
VRBO, 124
Taco Bell, 66
Taj Hotels, Resorts and Palaces, 27, Wage regulations, 106–107
63 The Waldorf Astoria, 9
Tata, Jamsetji Nusserwanji, 27 Wars, as threat to hospitality industry,
Tax Reform Act of 1986, 58 119–120
Taxation, 107 Weather, as threat to hospitality
Technology, 110–114 industry, 121
challenges with, 113–114 Wendy’s International, 13, 33
connectivity of consumer, 113 Westin, 89
distribution networks, 111–112 White Castle, 12
economies of scale and, 78 White Lodging Services Corporation,
reach out to and connect with 29
guests, 112–113 Wide Open Gambling Act, 17
Terror in air, as threat to hospitality Wilson, Kemmons, 9, 47
industry, 118–119 Wimpy, 14
Texas Roadhouse, 14 Workplace health and safety, 104
Thayer Lodging, 85 World Bank
Thomas, Dave, 13 International Finance Committee,
Threats to hospitality industry, 126
118–121 tourism studies, 126
bombings, 118–119 World Travel and Tourism Council,
disease or illness, outbreak of, 70
120–121 Wrest Point Hotel Casino, 18
political instability, 119–120 Wyndham Worldwide, 28
terror in air, 118–119 Wynn Resorts, 38
wars, 119–120 Wynn, Steve, 19
weather, 121
Timeshares, 44–45 Yelp, 98
Travel agent industry and hotels, Yum! Brands, 33, 55, 83, 84
relationship between, 86–87
Travelodge, 10 Zagat’s, 98
TripAdvisor, 97, 98 Zomato, 98
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