Sustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities, Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business Trends Forecast

Sustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities, Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business Trends Forecast

Abstract:
Sustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities, Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business Trends Forecast is a new report by ICD research that analyzes how hotels and cruise companies perceive sustainability; specific procurement strategies and practices being undertaken; how sustainability initiatives have been affected by the economic downturn; and what actions are being taken to minimize its negative effects. This report also examines category-level spending outlooks; sustainable procurement budgets; supplier selection criteria; competitive structure developments; the principal challenges associated with the implementation of sustainability practices; market-specific growth opportunities; and the investment opportunities available for leading purchase decision makers. In addition, this report explores both buyer and supplier expectations of profitability as the industry progresses into 2011, and reveals the stakeholders responsible for sustainability-related decisions.

Table of Contents:

Chapter 1: Executive Summary

Chapter 2: Introduction

Heading: Profile Of Survey Respondents

Chapter 3: Sustainability In The Hotel and Cruise Industry

Heading: What sustainability means to the hotel and cruise industry

Heading: Leaders of sustainability in the hotel and cruise industry

Heading: Implementation of sustainability practices in the hotel and cruise industry

Heading: The drivers of sustainability in the hotel and cruise industry

Chapter 4: How The Economic Downturn Has Affected Sustainability Initiatives In The Hotel and Cruise Industry

Heading: The importance of sustainability after the recession

Heading: Post recession spending trends

Heading: Post recession modifications to sustainability initiatives

Heading: Leading concerns in the effective implementation of sustainable practices

Chapter 5: Demand For Sustainability In 2010-2012

Heading: How sustainability initiatives will impact future profitability

Heading: Customer demand for sustainable products and services: regional growth forecasts

Heading: Predictions of customer spend on sustainability

Heading: Customer acceptance of green initiatives

Heading: Important attributes of sustainable development in the value chain

Chapter 6: Hotel and Cruise Industry Sustainable Procurement Dynamics

Heading: Critical sustainability factors for supplier selection

Heading: Leading collaborators for achieving sustainable procurement

Heading: Leading challenges in achieving sustainable procurement

Chapter 7: Hotel and Cruise Industry Buyer Spend Activity

Heading: Annual procurement budgets: 2010-2011

Heading: Sustainability budgets in the hotel and Cruise industry: 2010-2011

Heading: Level of sustainable procurement by product and service category

Chapter 8: Appendix

List of Tables

Table 1: Count of global hotels and cruise industry survey respondents by company type (number of respondents), 2010 industry survey

Table 2: Buyer respondents by job role (% of buyer respondents), global hotels and cruise industry, 2010

Table 3: Buyer respondents by organization’s global company turnover (% of buyer respondents), global hotels and cruise industry, 2010

Table 4: Buyer respondents by organization’s total employee size (% of buyer respondents), global hotels and cruise industry, 2010

Table 5: Buyer respondents by region (% of buyer respondents), global hotels and cruise industry, 2010

Table 6: Supplier respondents by job role (% of supplier respondents), global hotels and cruise industry, 2010

Table 7: Supplier respondents by organization’s global company turnover (% of supplier respondents), global hotels and cruise industry, 2010

Table 8: Supplier respondents by organization's total employee size (% of supplier respondents), global hotels and cruise industry, 2010

Table 9: Supplier respondents by region (% of supplier respondents), global hotels and cruise industry, 2010

Table 10: Hotel / Cruise operator: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 11: Hotel / Cruise industry supplier: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Table 12: Perceptions of sustainability in the global hotels and cruise industry by company turnover: (% of all respondents), 2010-2011

Table 13: Regional variations: perceptions of sustainability in the global hotels and cruise industry (% of all respondents), 2010-2011

Figure 14: Perceptions of sustainability in the global hotels and cruise industry by senior level respondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 15: Perceptions of sustainability in the global hotels and cruise industry by senior level respondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 16: Champions of sustainability in the global hotels and cruise industry: hotel / cruise operator vs. hotel / cruise industry supplier (% of all respondents), 2010-2011

Table 17: Champions of sustainability in the global hotels and cruise industry by region: North America, Europe, Asia-Pacific, Rest of the World (% of all respondents), 2010-2011

Table 18: Champions of sustainability in the global hotels and cruise industry by company turnover (% of all respondents), 2010-2011

Table 19: Hotel / Cruise operator: level of implementation of sustainability practices in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 20: Hotel / Cruise operator: level of implementation of sustainability practices in the global hotels and cruise industry (% of hotel / cruise supplier respondents), 2010-2011

Table 21: Drivers of sustainability practices in the global hotels and cruise industry: buyer vs. supplier comparison (% of all respondents), 2010-2011

Table 22: Global hotels and cruise industry: the importance of sustainability after recession (% of hotel / cruise operator respondents), 2010-2011

Table 23: Hotel / Cruise industry supplier: the importance of sustainability in the global hotels and cruise industry after recession (% of hotel / cruise industry supplier respondents), 2010-2011

Table 24: Regional variations: global hotels and cruise industry: the importance of sustainability after recession (% of all respondents), 2010-2011

Table 25: Variations by company turnover: global hotels and cruise industry: the importance of sustainability after recession (% of all respondents), 2010-2011

Table 26: Global hotels and cruise industry: senior level responses on the importance of sustainability after recession (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 27: Global hotels and cruise industry: post recession spending trends in sustainability: hotel / cruise operator (% of all buyer respondents), 2010-2011

Table 28: Global hotels and cruise industry: post recession spending trends in sustainability: hotel / cruise operator: all 'increase' / all 'decrease' / all 'no change' responses (% of all buyer respondents), 2010-2011

Table 29: Global hotels and cruise industry: post recession spending trends in sustainability: buyer vs. supplier comparison (% of all respondents), 2010-2011

Table 30: Regional variations in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Table 31: Regional variations in the global hotel and cruise industry: post recession spending trends of companies who assign importance to sustainability after recession (% all respondents expecting increase in budget), 2010-2011

Table 32: Variations by company turnover in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Table 33: Variations by employee size in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Table 34: Post recession spending trends of companies who assign importance to sustainability after recession, global hotel and cruise industry (% all respondents expecting increase in budget), 2010-2011

Table 35: How sustainability initiatives have changed in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 36: Hotel / Cruise industry supplier: how sustainability initiatives have changed in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Table 37: How sustainability initiatives have changed in the global hotel and cruise industry by companies assigning higher importance to sustainability after recession: ('in the process of implementing' and 'implemented' responses), 2010-2011

Table 38: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: hotel / cruise operator (% of buyer respondents), 2010-2011

Table 39: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: buyer vs. supplier comparison (% of all respondents), 2010-2011

Table 40: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: regional variations (% of all respondents), 2010-2011

Table 41: How sustainability initiatives will impact future profitability in the global hotels and cruise industry: hotel / cruise operator (% of all buyer respondents), 2010- 2012

Table 42: Regional variations of how sustainability initiatives will impact future profitability in the global hotels and cruise industry (% of all respondents), 2010-2012

Table 43: How sustainability initiatives will impact future profitability in the global hotels and cruise industry by company turnover (% of all respondents), 2010-2012

Table 44: How sustainability initiatives will impact future profitability in the global hotels and cruise industry; by employee size (% of all respondents), 2010-2012

Table 45: Hotel / Cruise operator: forecast growth in customer demand for sustainability by country (hotel / cruise operator respondents), 2010-2012

Table 46: Hotel / Cruise industry supplier: forecast growth in customer demand for sustainability by country (hotel / cruise industry supplier respondents), 2010-2012

Table 47: Predictions of customer spend on sustainability in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 48: Predictions of customer spend on sustainability in the global hotels and cruise industry (% of hotel / cruise supplier respondents), 2010-2011

Table 49: Predictions of customer spend on sustainability in the global hotels and cruise industry by senior level respondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 50: Anticipated level of customer acceptance of green initiatives in the global hotel and cruise industry: (% of all respondents), 2010-2011

Table 51: Buyer vs. supplier comparison: anticipated level of customer acceptance of green initiatives in the global hotel and cruise industry (% of all respondents), 2010-2011

Table 52: Senior level respondents: anticipated level of customer acceptance of green initiatives in the global hotel and cruise industry (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2012

Table 53: Hotel / Cruise operator: important attributes of sustainable development in the value chain, global hotels and cruise industry (% hotel / cruise operator respondents), 2010-2011

Table 54: Hotel / cruise industry supplier: important attributes of sustainable development in the value chain, global hotels and cruise industry (% hotel / cruise industry supplier respondents), 2010-2011

Table 55: Critical sustainability factors for supplier selection in the global hotels and cruise industry: hotel / cruise operator (% all buyer respondents), 2010-2011

Table 56: Leading collaborators for achieving sustainable procurement in the global hotels and cruise : hotel / cruise operator respondents (% all buyer respondents), 2010-2011

Table 57: Global hotels and cruise industry: leading challenges in achieving sustainable procurement (% all buyer respondents), 2010-2011

Table 58: Annual procurement budgets in US$ in the global hotels and cruise industry (% of all buyer respondents), 2010-2011

Table 59: Annual procurement budgets in US$ in the global hotels and cruise industry by region (% of all buyer respondents), 2010-2011

Table 60: Annual procurement budgets in US$ in the global hotels and cruise industry by company turnover (% of all buyer respondents), 2010-2011

Table 61: Earmarked budget for sustainable products and services: hotel / cruise operator (% of buyer respondents), global hotels and cruise industry, 2010-2011

Table 62: Regional variations in earmarked budget for sustainable products and services (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Table 63: Variations by company turnover in earmarked budget for sustainable products and services (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Table 64: Earmarked budget for sustainable products and services by companies who consider sustainability increase profitability (% of all buyer respondents), global hotel and cruise industry, 2010-2011

Table 65: Variations by decision making authority in earmarked budget for sustainable products and services (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Table 66: Level of sustainable procurement by product and service category (% of hotel / cruise operator respondents), global hotels industry, 2010-2011

Table 67: Full survey results-closed questions (Hotel Industry)

Table 68: Full survey results-closed questions (Cruise Industry)

List of Figures

Figure 1: Hotel / Cruise operator: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Figure 2: Hotel / Cruise industry supplier: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 3: Perceptions of sustainability in the global hotels and cruise industry by company turnover: (% of all respondents), 2010-2011

Figure 4: Regional variations: perceptions of sustainability in the global hotels and cruise industry (% of all respondents), 2010-2011

Figure 5: Champions of sustainability in the global hotels and cruise industry: hotel / cruise operator vs. hotel / cruise industry supplier (% of all respondents), 2010-2011

Figure 6: Champions of sustainability in the global hotels and cruise industry by region: North America, Europe, Asia-Pacific, Rest of the World (% of all respondents), 2010-2011

Figure 7: Champions of sustainability in the global hotels and cruise industry by company turnover (% of all respondents), 2010-2011

Figure 8: Hotel / Cruise operator: level of implementation of sustainability practices in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Figure 9: Level of implementation of sustainability practices in the global hotels and cruise industry: (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 10: Regional variations: level of implementation of sustainability practices in the global hotels and cruise industry (% of 'in the process of implementing' and 'implemented' combined respondents), 2010-2011

Figure 11: Variations by company turnover: level of implementation of sustainability practices in the global hotels and cruise industry (% of 'in the process of implementing' and 'implemented' respondents), 2010-2011

Figure 12: Drivers of sustainability practices in the global hotels and cruise industry: buyer vs. supplier comparison (% of all respondents), 2010-2011

Figure 13: Regional variations: high influence drivers of sustainability practices in the global hotels and cruise industry (% of all high influence respondents), 2010-2011

Figure 14: Variations by company turnover: high influence drivers of sustainability practices in the global hotels and cruise industry (% of all high influence respondents), 2010-2011

Figure 15: Global hotels and cruise industry: the importance of sustainability after recession (% of hotel / cruise operator respondents), 2010-2011

Figure 16: Hotel / Cruise industry supplier: the importance of sustainability in the global hotels and cruise industry after recession (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 17: Regional variations: global hotels and cruise industry: the importance of sustainability after recession (% of all respondents), 2010-2011

Figure 18: Variations by company turnover: global hotels and cruise industry: the importance of sustainability after recession (% of all respondents), 2010-2011

Figure 19: Global hotels and cruise industry: post recession spending trends in sustainability: hotel / cruise operator (% of all buyer respondents), 2010-2011

Figure 20: Global hotels and cruise industry: post recession spending trends in sustainability: buyer vs. supplier comparison (% of all respondents), 2010-2011

Figure 21: Regional variations in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Figure 22: Variations by company turnover in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Figure 23: Variations by employee size in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Figure 24: How sustainability initiatives have changed in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Figure 25: Hotel / Cruise industry supplier: how sustainability initiatives have changed in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 26: How sustainability initiatives have changed in the global hotels and cruise industry by region: North America, Europe, Asia Pacific, Rest of the World ('in the process of implementing' and 'implemented' responses combined), 2010-2011

Figure 27: How sustainability initiatives have changed in the global hotels and cruise industry by company turnover: ('in the process of implementing' and 'implemented' responses combined), 2010-2011

Figure 28: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: hotel / cruise operator (% of buyer respondents), 2010-2011

Figure 29: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: hotel / cruise industry supplier (% of supplier respondents), 2010-2011

Figure 30: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: buyer vs. supplier comparison (% of all respondents), 2010-2011

Figure 31: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: regional variations (% of all respondents), 2010-2011

Figure 32: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: variations by company turnover(% of all respondents), 2010-2011

Figure 33: How sustainability initiatives will impact future profitability in the global hotels and cruise industry: hotel / cruise operator (% of all buyer respondents), 2010- 2012

Figure 34: How sustainability initiatives will impact future profitability in the global hotels and cruise industry: buyers vs. suppliers (% of all buyer respondents), 2010- 2012

Figure 35: Hotel / Cruise operator: forecast growth in customer demand for sustainability by country (hotel / cruise operator respondents), 2010-2012

Figure 36: Hotel / Cruise industry supplier: forecast growth in customer demand for sustainability by country (hotel / cruise industry supplier respondents), 2010-2012

Figure 37: Predictions of customer spend on sustainability in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Figure 38: Predictions of customer spend on sustainability in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 39: Predictions of customer spend on sustainability in the global hotels and cruise industry by region (% sum of 'a majority would be willing to pay more' and 'a majority would be willing to switch products and pay more' respondents), 2010-2011

.Figure 40: Predictions of customer spend on sustainability in the global hotels and cruise industry by company turnover (% sum of 'a majority would be willing to pay more' and 'a majority would be willing to switch products and pay more' respondents), 2010-2011

Figure 41: Hotel / cruise operator: important attributes of sustainable development in the value chain, global hotels and cruise industry (% hotel / cruise operator respondents), 2010-2011

Figure 42: Hotel / Cruise industry supplier: important attributes of sustainable development in the value chain, global hotels and cruise industry (% hotel / cruise industry supplier respondents), 2010-2011

Figure 43: Regional variations: important attributes of sustainable development in the value chain, global hotels and cruise industry: sum of 'very important' and 'important' combined (% all respondents), 2010-2011

Figure 44: Variations by company turnover: important attributes of sustainable development in the value chain, global hotels and cruise industry: sum of 'very important' and 'important' combined (% all respondents), 2010-2011

Figure 45: Critical sustainability factors for supplier selection in the global hotels and cruise industry: hotel / cruise operator (% all buyer respondents), 2010-2011

Figure 46: Critical sustainability factors for supplier selection in the global hotels and cruise industry by region: 'very important' and 'important' combined responses (% all buyer respondents), 2010-2011

Figure 47: Critical sustainability factors for supplier selection in the global hotels and cruise industry by company turnover: 'very important' and 'important' combined responses (% all buyer respondents), 2010-2011

Figure 48: Critical sustainability factors for supplier selection in the global hotels and cruise industry by decision makers: 'very important' and 'important' combined responses (% all buyer respondents), 2010-2011

Figure 49: Leading collaborators for achieving sustainable procurement in the global hotels and cruise : hotel / cruise operator respondents (% all buyer respondents), 2010-2011

Figure 50: Regional variations: leading collaborators for achieving sustainable procurement in the global hotels and cruise : 'yes' responses (% of all buyer respondents), 2010-2011

Figure 51: Company turnover variations: leading collaborators for achieving sustainable procurement in the global hotels and cruise : 'yes' responses (% of all buyer respondents), 2010-2011

Figure 52: Global hotels and cruise industry: leading challenges in achieving sustainable procurement (% all buyer respondents), 2010-2011

Figure 53: Global hotels and cruise industry: regional variations: leading challenges in achieving sustainable procurement (% all buyer respondents), 2010-2011

Figure 54: Global hotels and cruise industry: variations by company turnover: leading challenges in achieving sustainable procurement (% all buyer respondents), 2010-2011

Figure 55: Global hotels and cruise industry: variations by employee size: leading challenges in achieving sustainable procurement (% all buyer respondents), 2010-2011

Figure 56: Annual procurement budgets in US$ in the global hotels and cruise industry: hotel / cruise operator (% of all buyer respondents), 2010-2011

Figure 57: Annual procurement budgets in US$ in the global hotels and cruise industry: hotel / cruise operator (% of all buyer respondents), 2010-2011

Figure 58: Annual procurement budgets in US$ in the global hotels and cruise industry by region (% of all buyer respondents), 2010-2011

Figure 59: Annual procurement budgets in US$ in the global hotels and cruise industry by company turnover (% of all buyer respondents), 2010-2011

Figure 60: Earmarked budget for sustainable products and services (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Figure 61: Earmarked budget for sustainable products and services by companies who consider cost savings as a major driver of sustainability (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Figure 62: Earmarked budget for sustainable products and services by companies who consider cost savings as a major driver of sustainability (% of all buyer respondents), global hotels and cruise industry, 2010-2011 (Cross Tab)

Figure 63: Level of sustainable procurement by product and service category (% of hotel operator respondents), global hotels industry, 2010-2011

Figure 64: Level of sustainable procurement by product and service category by region (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Figure 65: Level of sustainable procurement by product and service category by company turnover (% of all buyer respondents), global hotels and cruise industry, 2010-2011

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