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

iCD Research, November 2010, Pages: 165

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

Scope:

- The report is based on primary survey research conducted by ICD Research accessing its B2B panels comprised of senior purchase decision makers and leading supplier organizations
- Opinions and forward looking statements on sustainability management of over 100 industry executives are captured in our in-depth survey, of which 64% represent Directors, C-levels & Departmental Heads
- Analysis of buyer spend on sustainability, sustainable procurement practices and post recession industry developments
- Key topics include category-level sustainability spending outlooks, market-specific growth opportunities, available investment opportunities, sustainable procurement budgets and the principal challenges associated with the implementation of sustainability practices
- In the report buyers identify sustainability measures suppliers should undertake to maintain their business, along with their sustainable procurement budgets
- The geographical scope of the research is global – drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific and Africa & Middle East

Reasons to Buy:

- Drive revenues by understanding future sustainable product investment areas and growth regions by leading industry players
- Formulate effective sales & marketing strategies by identifying how buyer sustainability budgets are changing and where spend will be directed to in the future
- Better promote your business by aligning your capabilities and business practices with your customers’ changing sustainability needs during these times of market uncertainty
- Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers
- Uncover the business outlook, key sustainability challenges and opportunities identified by suppliers and buyers in the industry

Key Highlights:

- Attracting new customers, positive outcomes for the environment and cost savings are major drivers influencing sustainability efforts in the hotel and cruise industry.
- Post recession some 66% of industry players are looking to increase their sustainability budget over the next 12 months, with only 5% looking to decrease it.
- More than 46% of companies in the hotel and cruise industry are collaborating with suppliers, customers and consultants to achieve sustainable supply chain objectives.

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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