Evaluating Sustainable Practices: A Case Study of 5-Star Hotels in Central London

CHAPTER 1: INTRODUCTION

1.1. Rationale for the Study

The 5-star hotel sector in London is a lively fusion of global accommodations, luxury services,
and a growing emphasis on sustainability. London is renowned for its 5-star hotels such as The
Savoy and The Ritz, reflecting a deep history of hospitality excellence combined with modern
sustainable practices (Luxury London, 2022). Research reveals that nearly 70% of UK
consumers remain positive opinion for 5-star hotels before deciding where to stay, thereby
highlighting the importance of reputation and quality in their choices (Statista, 2023c). This is
particularly true given that these customers are drawn to establishments that uphold
sustainability, indicating a portion of society is becoming environment-friendly.

The main purpose of this study is to investigate how 5-star hotels in Central London are
incorporating sustainability efforts into their operations in such a lively environment.
Sustainability is a key issue in the luxury hotel segment as these places are the trendsetters in the
broader hospitality industry. By exploring how these hotels implement sustainability through
sourcing local and organic products, introducing waste-reduction and energy-saving measures,
the research will offer a direction of how luxury accommodations can drive the sustainability
agenda.

Selectivity of Central London to be the focal area for this study is beneficial, stemming from the
city’s role as a hub of hospitality innovation and the fact that a significant number of 5-star
hotels are located there. The city has a diversified and rich consumer base that comprises both
local and international visitors, hence, being an appropriate platform for evaluating the impact of
sustainable practices on customer preferences and business performance. This research will not
only cover but also provide thorough evaluation of sustainable practices of four leading 5-star
hotels by examining reception, identification of what practices are being implemented, the
reasons for adoption, and how customers perceive these practices. This will be a source of useful
insights considering the role of sustainability in the future of the luxury hotel industry in London,
and possibly elsewhere.
1.2. Aims and Objectives

Research Question: What sustainable practices are being implemented by 5-star hotels in
Central London, and how do these practices influence customer choice and hotel performance?

Objectives:

1. To identify and document the sustainable practices adopted by four 5-star hotels in
Central London.

2. To evaluate the impact of these practices on customer choice through qualitative

feedback.

3. To assess the perceived implications of these practices on the business performance of

the selected hotels.

1.3. Scope of the Study

The research focuses on four 5-star hotels in Central London, making it possible to study the
relationship between sustainability and luxury accommodations in the context of working
conditions. The geographic constraint to Central London is deliberate, leveraging the city in its
role as an innovator of both the hospitality and sustainability movements. The scope covers an
array of sustainability aspects such as environmental, social, and economic, making the study
reflect an all-encompassing view of how 5-star hotels harmonize high-quality service and guest
satisfaction with sustainable business practices. The timeline of 2024 allotted for the study is
chosen to give considerable time for data retrieval and analysis, extended interviews, and
extensive evaluation of the practices under observation. Such a temporal and spatial framing of
this research will allow it to produce insights that are context-specific as well as capable of being
generalized to a broader consideration within the hospitality industry.

1.4. Significance of the Study

This study is important because it considers the place of sustainability within luxury
accommodations. This study adds to the knowledge of how up-market establishments are
tackling sustainability, reshaping industry standards, and setting a possible direction for a wider
market by concentrating on 5-star hotels.

Underpinning the study on 5-star hotels, this research adds to the knowledge of how high-end
establishments are dealing with sustainability, affecting industry standards and may even be
setting trends for the wider market.

The findings may become a reference point for other hotels and be used by both policymakers
and business practitioners in the hospitality industry to promote valuably and environmentally
sound practices. In addition, this research improves consumer knowledge about sustainability in
the hospitality sector, which may in turn affect the demand for sustainable accommodation
alternatives among the public.

1.5. Structure of the Study

The structure of the dissertation is organized into five main chapters:

Chapter 1: Introduction: This chapter introduces the rationale, aims, scope, significance, and
structure of the study.

Chapter 2: Literature Review: Reviews existing literature on sustainability within the

hospitality industry, with a focus on 5-star hotels, and establishes the theoretical framework
guiding the study.

Chapter 3: Research Methodology: Details the qualitative case study approach, sample
selection, data collection methods, and analytical techniques used in the study.

Chapter 4: Results and Discussion: Presents the findings from the interviews and thematic
analysis, discussing how the data aligns with the literature and theoretical framework.

Chapter 5: Conclusion: Summarizes the study's key findings, discusses the implications for
industry practice and policy, and recommends areas for further research.
CHAPTER 2: LITERATURE REVIEW

2.1. Definition of Sustainability in Hospitality

In the hospitality industry, sustainability includes practices and techniques that are aimed at
satisfying present needs without jeopardizing the future generation. This idea is not only a
modern trend but a change of operational ethos, as a whole. Deloitte stated that the industry
would be forced to shift from general focus to sustainability as a focal subject, as population
growth and decrease in resources would make this a core issue that cuts across all operations of
the business (Kyriakidis, 2011). In the same manner, Sloan et al. stressed the importance of
hospitality managers being well versed in environmental problems such as climate change and
pollution, which directly affect practices in the industry (Sloan et al., 2013).

Sustainability in hospitality is a complicated paradox. At an operational level, the industry

advertises and demonstrates sustainable practices in its marketing and customer experiences.
Promotional materials of hotels like Euro Disney Hotel and The Hewlett Arms illustrate attempts
at environmental awareness by promoting towel reuse and advocating for sustainably sourced
food. Nonetheless, luxury and comfort are interwoven with this but they are consumerist which
is contradicted by the concepts of sustainable (Sloan et al., 2013).

Sustainability becomes a part of basic business strategies of main hotel chains on the corporate
level, when they point out that in the long term it is necessary for growth and sustainability.
Nassetta and other modern leaders have explicitly articulated that sustainability is at the core of
their business operations (Jones, Hillier and Comfort, 2021). This is a part of a more general
tendency when companies are not only sustainable but also link it to the economic development
objectives. The businesses illustrating this approach are Marriott and Wyndham Worldwide that
connect their sustainability initiatives with the wider growth of their business, thus sustainability
is beneficial but difficult as economic pressures in the sector are ongoing (Jones, Hillier and
Comfort, 2021).

Despite the fact that sustainability is promoted more intensively, the industry gets criticism for
not dealing with the deeper aspects of unsustainable growth and for "greenwashing" as a way of
dealing with them. Critiques state that the existing approach to promoting sustainability does not
change significantly the root of unsustainability of some business practices (Sandlin and
McLaren, 2009). These criticisms call for the deeper integration of sustainability requiring
sustainability to be more than just a surface measure therefore, prompting the revision of
sustainable implementation in the hospitality sector.

2.1.1. Environmental Dimension

In the industry of hospitality, environmental dimension is very significant because it deals with
activities that promote the conservation of the natural environment. The main consideration here
is to decrease the negative consequences the industry's activities bring including depletion of
resources, pollution, and disappearance of biodiversity (Khatter, 2023). These adverse effects are
not separate problems but are interrelated with the bigger issues of global environmental
sustainability and climate change. As Maurice Strong emphasized, the use of nature as a key
asset in the hospitality industry creates an attractive cornerstone for sustainable operations
(Hohnholz, 2011). Nevertheless, the industry is also accused of "greenwashing," i.e. the claims
of environmental responsibility are not supported by the action as a consequence of this
undermining of the global efforts to protect vital ecosystems.

To address these challenges, the hospitality sector initiatives emphasize the saving of energy,
waste reduction and sustainable utilization of natural resources (Ioannidis et al., 2021). The
significance of these programs is reinforced by the understanding that hospitality services,
including energy and water usage, have a major influence on environmental sustainability. In
fact, the industry's intensive use of resources and waste generation is used to cause
environmental deterioration (Goworek et al., 2018). The decline caused is not just in the
environment but also to the very basis of the tourism and hospitality industries which need open
and beautiful natural environment.

Moreover, the latest events added the importance of an integrative path of sustainability, which is
not limited to recycling and waste management. Thus example, the crisis created by China's
refusal to accept more recyclables leads to reconsideration of waste management strategies in the
hospitality industry stressing the need for decline and reuse as a part of general ecological
strategy (Brooks, Wang and Jambeck, 2018). This method is consistent with the increasing
customer requests for authentic, sustainability-practice-oriented firms. Consumers tend to be
more loyal to companies that show real efforts to preserving the environment, hence, enabling
customers' loyalty and satisfaction, which is economically and socially beneficial for the
company (Shao and Ünal, 2019).

In sum, the environmental aspect of hospitality is not only about reduction of negative effects but
also about development of practices that keep the industry and the ecosystem it relies on. The
challenge is enormous, necessitating a change in business models and elimination of traditional
stakeholder relationships in the direction of long-term environmental wellbeing, along with
short-term economic gains. As the industry moves forward, incorporation of sustainable
practices not only helps in protecting the nature but it also ensures that the industry sustains its
future by being in line with the values and demands of the modern environment-friendly tourists.

2.1.2. Social Dimension

The social dimension is centered on improving the lifestyle and rights of individuals as well as
communities participating or being affected by hospitality activities. This includes a wide range
of activities that are directed to the improvement of the social life of the surroundings and the
fair treatment of all involved.

Key elements of this dimension are ethical employment practices, which include fair wages and
working conditions as well as more general ideas such as job security and opportunities for
promotion, making the hotel sector one of the most reliable sources of employment. Community
participation is another critical part of it when businesses interact with local communities to help
and take part in local development what helps to strengthen the social license to operate. This
comprises the conservation of local traditions and cultures, which is paramount for the survival
of the individual identities of places especially in the world where everything is being globalized
(Nair and Choudhary, 2019).

In addition, the maintenance of strict health and safety standards, for the well being of staff and
for the safety of guests, demonstrates a holistic approach in hospitality management. This is
becoming critical as contemporary travelers demonstrate enhanced consciousness and selectivity
regarding facilities that promote these attributes, reflecting the growing green consumerism
(Lew, 2020).
Social sustainability in hospitality involves social equity and life-giving for both employees and
guests as well. The initiatives for Equality, Diversity, and Inclusion (EDI) concentrate on
identifying and capitalizing on the diverse backgrounds and history of people, and this can really
help an organization to be more effective and provide better customer satisfaction. However,
diversity among employees does not only refer to clear differences like age, gender, and race, but
also subtle differences like cultural background and individual experiences (Manoharan and
Singal, 2017).

The hospitality industry also thrives in a workforce that mirrors the diversity of its consumers.
This alignment serves to reduce negative categorizations and enhance service delivery in
culturally complex and diversified environments (Joshi and Roh, 2009). Furthermore, the staff
diversity in the hospitality leads to innovative solutions, and services enhancing the customer
experience and creating a competitive edge (Webber and Donahue, 2001). The impact of
diversity initiatives is sector-dependent and that is why there is need for industry-specific
diversity management strategies (Manoharan and Singal, 2017). For example, the representation
of minorities in the hospitality industry in the USA is higher than that of the overall workforce,
with notable percentages of Hispanic/Latinos, Black/African Americans, Asians, and women
(Manoharan and Singal, 2017). Such demographic mix ensures not only that the diverse global
needs are being met but also in enriching the workplace culture that fuels broader societal goals
of equity and inclusion.

The human resource practices are applied to the diversity to create an inclusive culture that
respects the differences in human capital which is utilized to achieve organizational objectives
(Olsen and Martins, 2012). This embraces respect for different employee backgrounds and
provision of opportunities for them to meaningfully participate in the organizations' success.

Additionally, the required integration of EDI in every area of operations in the hospitality
industry as it undergoes continued changes makes EDI integration imperative in order to ensure
sustainable growth. Not only is this a regulatory necessity but also a strategic necessity that
improves the social sustainability of the industry, ensuring that it remains resilient, flexible, and
able to accommodate the changing needs of its diverse client base.

2.1.3. Economic Dimension

The profit aspect of sustainability focuses on ensuring that hospitality sector is profitable in
consonance with general financial principles, which sustain long-term livelihood of the industry.
Economic sustainability does not only revolve around profit making but involves stable
employment creation, equitable distribution of benefits and ethical business practices (Jones,
Hillier and Comfort, 2016). Within the hospitality sphere, more specifically hotels, such
sustainability is the preservation of economic sustainability, supporting long-term economic
growth, which affords both current and future guests and other stakeholders the opportunity to
enjoy the services provided (Jones, Hillier and Comfort, 2016). The labor-intensive nature of the
sector is an indication of the necessity of economic strategy that favors human resources over
capital equipment and is aligned with customer demands (Njoroge, Anderson and Mbura, 2019).
This way allows for sustainable development and the management of resources, meeting the
needs of all the stakeholders, providing the profitability and the expansion of the business.

In addition, the hospitality sector is quite difficult because it is highly commercialized and
reacted to external factors, for example, economic problems and the global crisis such as Covid-
19 pandemic. These issues demand strong economic measures aimed at enduring stabilization
and development of financial and economic indicators required for long-term business success
(Batchenko et al., 2023). According to the World Tourism Organization, sustainable tourism that
respects environmental, socio-cultural, and economic foundations could be the road towards a
sustainable development of the hospitality sector (UNWTO, 2024).

In order for hotels to accommodate the changing market dynamics and customer needs, service
innovations are highly recommended, and these innovations are mainly centering on new
processes that follow the environmental standards as well as societal demands (Carlborg,
Kindström and Kowalkowski, 2013). This kind of innovations isn't only a matter of usefulness
but is needed too, because they allow hotels to adapt to changes in the market and the
requirements of the law, and consequently, to ensure to be financially viable and sustainable
(Anderson, 2009; Horng et al., 2017). This strategic outlook to innovation should cement a
relation between economic performance and sustainable practices, emphasizing the need to
marry business innovation with sustainability objectives in the hospitality industry.

2.2. Sustainability in 5-star Hotels

2.2.1. The 5-star Hotel Concept

Introduction to 5-Star Hotels

Five-star hotels symbolise luxury and exclusivity par excellence in the hospitality industry (Bell,
2023). These facilities have the highest standard of excellence, unmatched services, excellent
staff attitude, and a wider range of facilities. A five-star rating indicates that this hotel is at the
top of comfort and service, offering luxury interiors with excellent gourmet dining and a range of
individualised services for its guests. It is not just the spectacular hotels; their grandiose
architecture and detailed interior design offer a chance for their patrons to experience the
glorious side of life (Pitrelli, 2022).

The idea of 5-star hotels has deep historical vests, with luxury travel a prestigious symbol of
aristocracy and wealth in ancient times (Chauhan, Khanna and Khajuria, 2022). As these
qualities grew into the five-star hotels of today, the tradition has remained strong in its provision
of lavish lodgings and impeccable services to meet the ever-growing desires of the wealthiest of
tourists. This way of luxury has its roots in the grand tours of the 17th-18th centuries, when
wealthy young people travelled across Europe to learn about arts and culture, setting a bar for the
high level of service that is seen today (Chauhan, Khanna and Khajuria, 2022).

As for a five-star hotel service, a guest experience that is unique and memorable is the
predominant factor. These hotels aim to develop an ambience where each detail is elaborately
put together to bridelightery guests whether a room with an amazing view and meticulous décor
or private access to top-notch leisure activities, staying with them is guaranteed to be
unforgettable and relaxing.

Competitive Environment and Trends

Customers’ unique experiences, ranging from tailored service to themed stays, differentiate such
hotels from other market rivals. It is not about luxury but rather an individual's experiences,
where the hotels want to connect on a personalised and deeper level with our guests so that
distinct services are rendered to each guest, making their stay remarkably memorable (Pitrelli,
2022). Additionally, there is a shift towards 5-star hotels cooperating with well-known designers
and architects to develop unique, impressive designs. Implementing such a methodology is
beneficial beyond the aesthetic aspect; it ensures that the properties are distinct, both luxurious
and modern. These collaborations often end up with interiors that are either contrarily beautiful
or in line with the luxury trends (Luxury Lifestyle Magazine, 2024). It is evident that themed
continuation in the concept of rooms and private guides for luxury limousine services and lead
tours is rising. These amenities are tailored to meet the guests' upscale needs who are looking for
more than just a place-to-stay kind of experience where the hotel acts as the pilot and the guest's
experience goes beyond the hotel's doors.

5-star hotels, in response to the consumer becoming more health-conscious, are enlarging their
choices to include first-class fitness centres, spas, and wellness retreats. These centres are created
as an all-inclusive wellness offering which aligns with lifestyle and goals for well-being,
especially relaxation and rejuvenation (Luxury Travel Magazine, 2024). Many travellers demand
that sustainable and environmentally friendly practices be implemented in this hospitality
industry. Through this transformation, the positive effect is evident as the environmental impact
of such establishments is also reduced, not forgetting that the guests' expectations to be eco-
conscious have been met (Luxury Lifestyle Magazine, 2024). Another area where five-star hotels
invest heavily in innovating is adapting to digital demands. Contactless services, advanced
booking techniques and room control via mobile apps are the norm nowadays, facilitating the
guests to experience a modern and hassle-free stay that is a mix of comfort and convenience as
the latest trend (Luxury Lifestyle Magazine, 2024).

In a nutshell, the pedestal for highly-rated hotels rests upon the industry’s commitment and
innovation to delivering the best possible services. From their historic origin to today's trend for
personal features and sustainability, the standards of luxury and elegance are set by these
establishments in the hospitality industry at both a local and global level.

2.2.2. Sustainable Practices in 5-star Hotels: Global Context

Introduction to Sustainability in 5-Star Hotels

Sustainability within the top hotel brands is increasingly viewed as a significant factor that
improves competitiveness and suits the general pattern of eco-friendliness across various
industries. For example, in the case of luxurious hotels, sustainable initiatives are typically
placed within the holistic approach to sustainable development framework, which requires
strategy and structured long-term energy and resources management plans. (Mathur, 2019). This
goes with the common understanding of sustainability, which focuses on satisfying present
people’s needs without abandoning a chance for people living in future years to fulfil their needs
(Mathur, 2019). It developed into a corporate social responsibility and triple bottom line—
people, environment, and profit (Elkington, 1998).

Sustainability is becoming more fashionable and popular in the operations of 5-star hotels, which
are the main part of the hospitality industry. Environmental measures implemented by hotels
nowadays have reduced the impact of the business on the environment, impacted by various
factors, including savings, media pressure, laws, and the green movement increasingly embraced
by society (Mathur, 2019). In addition to these techniques, they are the basis not only of cost
reduction programs but also an important element of guest satisfaction programs and building an
eco-friendly brand impression among environmentally conscious buyers (Berezan, Millar and
Raab, 2010).

Sustainability Challenges in 5-Star Hotels

Although sustainability features are increasingly being implemented into their strategic and
operational frameworks, 5-star hotels face specific operation conditions that vary from the other
industry sectors in the hotel business. One of the main difficulties sustainable tourism faces is
from luxury and personalized expectations that often lead to a great deal of resource
consumption and high energy needs (Mathur, 2019). Besides, the implementation and
sustainability of sustainable practices in 5-star hotels can also be influenced by the fact that they
are located in different locations and that the local physical and social conditions of the areas
affect how the operations of hotels are carried out. Particularly, hotels in nations struggling with
economic development or a lower living standard may face greater difficulties in incorporating
sustainable principles into their businesses than hotels in developed countries because of
insufficient financial resources or lack of local regulation promoting sustainability (Kasim,
2009).

Additionally, although some hotels may have achieved some level of sustainability, the level of
implementation always differs based on the correlation between the perception of sustainability
in the mind of hotel management and the hotel's profit. Nevertheless, the management decisions
to promote sustainability initiatives may decide whether a company portrays environmental
issues as a cost-saving measure or as a strategic tool for competitive advantage and better
awareness of customer needs. (Stylos and Vassiliadis, 2015). As a result, the perception of a
conflict between most immediate financial goals and long-term benefits from sustainable
practices may result in insufficient funding for the latter if the latter does not immediately affect
the finance sector (Clayton, 2002).

In conclusion, considering that the global sustainability trend is redesigning 5-star hotels, the
latter should strive to overcome the collection of complex hurdles with their character being
uniquely diverse as per their place of location. The key to the mentioned challenges resides in
keeping the triple bottom line while maintaining the high quality of luxury and comfort, which
are the guests' expectations, compared to the standard of 5-star establishments. That said,
however, a sustainable balance concerning strategic planning and investment in sustainable
technologies also necessitates a shift towards a culture of operations where sustainability is an
integral part of the etiquette of the high-class hotel sector.

2.2.3. Sustainable Practices in 5-star Hotels: London Context

London as a Hub for Luxury Hotels

The London hospitality sector – the luxury hotels in particular – is always mentioned when
discussing the city's economic structure and tourism development. The upscale hotel industry in
London, especially after the episodes of the COVID-19 pandemic, could be described as a vivid
segment, showing still the high potential for future growth - London hotel revenue per available
room (RevPAR) recovery after the lockdowns were remarkable. In 2020, RevPAR was just £35,
but it has been estimated to be £120 by the end of 2023 (Statista, 2023d). Similarly, ADR
(average daily rate) increased from £92.4 in 2021 to higher figures expected in the years to come,
showcasing a recovery in pricing resilience (Statista, 2023b).

The occupancy rates in London hotels reflect a more visionary framework of revival and
expansion. The Statistics research forecasted that the recovery could take some years, as
occupancy rates fell by as much as 37% in 2020, but by 2022 and 2023, it was expected to
surpass the 70% mark (Statista, 2023a). Such data point to London's ability to rebound quickly
from economic downturns and retain its reputation as a top-notch destination with premium
travel experience.

Sustainability Challenges and Opportunities

While the sector holds great potential for sustainable development, it is also vulnerable to certain
sustainability challenges specific to the hotel industry. The high operational costs are another big
hurdle, evidenced by a study by HOSPA pointing to a 15% increase in the operation budgets of
London hotels, but this increase was triggered mainly by energy and labour expenses (Hughes,
2024). Aside from this, labour shortage concerns remain substantial despite the hospitality
industry having a vacancy rate of 9% (Hughes, 2024). These impose tough choices and mandate
novel methods in combination with current ways of thinking as the challenges grow beyond the
sustainable limits and into the terrain of constantly growing environmental and regulatory
compliance demands.

The sustainability aspects can be particularly well emphasised with respect to London's 5-star
hotels, which are constantly trying to keep proceedings that maintain their eco-friendly nature in
check. This transformation occurs due to a contemporary change in how travellers make lodging
choices; many have eco-friendliness as their key factor. One survey showed that 72% of
travellers think the best way hotels can go green is by inventing environmentally friendly
practices (Hughes, 2024). London hotels have been introducing these platform technologies at
different stages and with different degrees of implementation transparency.

Certain London hotels have become pioneers of sustainability by harnessing green technologies
to operate eco-friendly businesses. For example, The Zetter Hotel in Clerkenwell has been
celebrated for its sustainable practices, which include a borehole that provides both geothermal
energy and water supply - the two essentials for heating and water needs. This, in turn, cuts off
the hotel's carbon footprint substantially. Likewise, the Ham Yard Hotel has embraced a roof
garden and solar energy systems that maintain energy efficiency, not at the cost of luxury or the
guest's experience (Financial Times, 2022).
With highly innovative sustainability factors, having renewable energy sources in operations,
decreasing waste disposal, and socially responsible sourcing materials are becoming more
mainstream in this industry. These actions fully harmonise with international sustainable goals
and provide for the additionalicility of high-end London hotels. For instance, The Stafford
London collaborates with different groups to realise the goal of reducing its ecological effects
through issues like deriving all its energy from renewable sources and cutting down on the
wastage of paper and plastic (Financial Times, 2022).

Moreover, the broader economic impact of London's luxury hotels extends beyond direct
financial contributions. The sector is a key link in the local economy in creating jobs, promoting
cultural values, and bolstering sector-dependent industries, such as the farms sector,
entertainment, and retail shops. As London is headed for well-being and development after the
pandemic, luxury hotels would probably court more sustainable tourism and green responsibility
because they follow a global trend of environmentally conscious travel and hospitality.

Overall, there are numerous hurdles in the way of luxury hotels in London, including the rise in
costs and difficulty getting labour, but there is also room for growth and for taking leadership
positions in the way of sustainability. With the use of effective strategies and investment in
sustainable procedures, London's five-star hotel can still lead and have other countries in the
hospitality industry follow their steps as they have the balance of licence proficiency and
community engagement with their luxurious services.

2.3. Research Gap

Literature on sustainability in the hospitality sector highlights some gaps, such as the lack of
integration and impacts of sustainable practices of the 5-star hotels in Central London. Research
has looked at the environmental, social and economic aspects of sustainability in hotels, but they
do not delve into the specifics of the ways these approaches affect customer behaviour and affect
the performance of the hotels in the Central London market. Additionally, data on sustainability
initiatives being executed by hotels, both for the operators and the guests, is scarce in this
situation. Generally, those researches concentrate on a general strategy without considering the
exclusive problems and opportunities had by 5-star establishments in metro cities. The goal of
this study is to fill existing knowledge gaps by doing a targeted analysis of how sustainability is
being put into practice and considered among luxury hotels, then evaluate its actual effect on the
client decision-making process as well as whole company operations. This will provide a broad
knowledge of sustainability strategy and how it strengthens the competitive advantages and
prompts loyalty among the targeted hospitality industry segment.
CHAPTER 3: RESEARCH METHODOLOGY

In this chapter, main topics include research design, data collection, sampling methods, and data
analysis. Accordingly, the author will briefly discuss the research methodology, including the
sample selection process and collection tools. In particular, the author will present the structure
of the pre-set interview questionnaire, provide the interview process, collect data from the
interviews and analyze the obtained data.

3.1. Research design

Because the main objective of this thesis is to investigate the application of sustainable measures
at four 5-star hotels in Central London, thereby determining how these measures influence
customer choice and hotel performance, so the qualitative method will be the most appropriate
method to answer the research question. Therefore, the author will use the qualitative research
method, which is considered a research method that collects data from the perspectives of
participants with direct experiences in a natural way associated with related natural contexts
(Marais, 2012). Within the scope of this thesis, the author will be looking for participants with
experience working at 5-star hotels in Central London, who are individuals with direct
experience in applying sustainability initiatives in their work environments. Through direct
interviews with participants, the author tries to learn about the practice of applying sustainable
activities at 5-star hotels where the participants work and from there get their opinions and
experiences about whether sustainable practices in hotels influence customer decisions.

The specific research questions are as follows:

1. What sustainable practices adopted by four 5-star hotels in Central London?

2. Whether these practices impact on customer choice?

3. What is the impact of these practices on the business performance of the selected hotels?

3.2. Data collection

The data collection method applied in this study is face-to-face interview. Patton (2002) and
Janesick (2011) both concluded that interviews are a method that allows researchers to exploit
information that cannot be collected by observation through conversations with participants,
thereby collecting their information, shares, feelings, and experiences about the topic being
researched. In other words, this method will help the author learn about participants' opinions
and experiences about the actual implementation of sustainable activities at 5-star hotels in
Central London and its impact on customers’ decisions through direct communication.

The scope of the survey will be limited to 5-star hotels in Central London, and the search for
interviewers and interviews will take place within 2 weeks. Accordingly, the author's criteria for
selecting participants are managers who have experience working in the hotel industry and have
worked for at least 1 year at a 5-star hotel in Central London. This helps ensure that they are
aware of current hotel information and policies as well as have accurate reviews in the industry.
Interview participants were not limited in age or gender. The author conducted a preliminary
survey in advance to ensure that the interviewed employees really wanted to participate and that
they had time to participate.

The author conducted a screening of 5-star hotels in Central London and directly approached
potential participants through phone numbers and social network accounts. The author expressed
his intention to invite participants to conduct a 20-30 minute interview on a topic related to the
practical application of sustainable initiatives at the hotel where they are working. Participants
accept participation after confirming that the information about the sustainability initiative being
applied is not a hotel business secret and that they have permission from the hotel leadership to
participate. After agreeing on the preliminary interview content, the author schedules the
interview and makes appointments with the participants. The interview will be conducted online
via online call, email, and text message to ensure participants have time to answer interview
questions in as much detail as possible, and at the same time ensure the interviews of the author
do not affect the participants’ current work.

The author conducted direct interviews with participants, so he did not apply questions with a
Likert scale but only created an interview questionnaire to get corresponding answers from
participants. Meaningful interview questions elicit detailed responses that enable the author to
delve into each participant's experiences, thoughts, and assessments (Gill et al., 2008). The
results of the interviews will help the author gather exactly what sustainable measures are being
applied at 5-star hotels in Central London as well as get an opinion on the effectiveness of these
measures from the hotel staff themselves.

To collect data, the author applied semi-structured interview which combined by structured and
unstructured interviews (Geogre, 2023). Acorrdingly, applying the semi-structured interview
type will help The author can build a questionnaire in advance to ensure that participants answer
the author's questions correctly, but this set of questions can still be flexibly modified during the
interview process to ensure compliance with each subject is asked as well as appropriate to the
situation. To ensure effective application of this type of interview, the planning author must
develop a specific questionnaire before conducting the interview. This ensures that the
interviews produce consistent data and that the author can easily control the interview according
to the pre-established structure despite many changes and variations during the interview
process.

During the process of building the questionnaire, the author considered and divided the
questionnaire into two groups of questions: demographic questions and detailed research
questions. Asking demographic questions first will create a friendly and easy feeling for
participants, helping them not feel stressed or uncomfortable when participating in the interview.
In addition, connecting words/phrases that express simple emotions such as “so”, “yes”, “uhm”,
wow”, “that’s great”, etc. is also used to make the interview as natural as possible, so that
participants will feel comfortable with the conversation and will provide the most accurate
information.

The list of questions that have been developed in advance to apply to interviews is as follows:

1. Can you briefly overview your hotel, including its history, ethos and unique selling
points?
2. What would you describe your hotel's customer demographic?
3. What sustainability initiatives have been implanted in your hotel?
4. Can you describe any partnerships or collaborations with suppliers or other organisations
to promote sustainability?
 5. Are there any sustainable practises that you consider but decide to go against? If so, can
you elaborate on why?
6. What motivated the adoption of the sustainability initiatives?
7. Have you ever faced any other challenges or barriers when implementing this
sustainability practises?
8. How do customers perceive and respond to your hotel sustainability initiatives?
9. Are there any specific sustainable practises that customers particularly appreciate or
inquired about?
10. Have you ever received any criticisms or suggestions related to sustainability from your
client?
11. have this sustainability practises impact your hotel's operations both in terms of cost and
benefits?
12. do you perceive any correlation between your sustainability practises and customer
loyalty or repeat business?
13. How do you think that these sustainable practises have influenced the broader reputation
or brand image of your hotel?
14. Are there any sustainability initiatives that you plan to implant in the near future for your
hotel?
15. How do you foresee the evolution of sustainability in the accommodation sector,
particularly in central London, over the next few years?

3.2. Sampling method and Measurement

The research purpose of this thesis is to find out the sustainable initiatives being applied by 5-star
hotels in Central London, thereby finding out the impact of sustainable activities on customer
choices. Therefore, the author used purposive sampling technique. The sample size used was
eight participants from five 5-star hotels in Central London:…. From these five identified
samples, the author conducted interviews with hotel staffs.

During the interview process, the author asked 15 pre-developed fixed questions to elicit
information from the participants. Because the interview took place in a direct dialogue between
the author and the participant, at the same time the content of the questions was not sensitive and
the content exploited did not belong to the list of business secrets of the hotels. Therefore, the
completion rate of participants' questions was 100%.

Regarding measurement tools, because the author uses a semi-structured interview type. The
author has prepared a list of 15 interview questions to ensure that participants provide necessary
information for the author to be able to answer the research questions and solve the research
objectives of the thesis. However, the author can also change the way the question is asked, add
other side questions or rephrase the question to ensure that participants, no matter the situation or
personality, will be comfortable with the interview and provide appropriate answers.

3.3. Data Analysis

As stated above, interviewing technique is the main way to collect data in this research, and the
author will conduct face-to-face interviews to collect information. However, to be able to use
interview information as a source of research data, data storage and management are
indispensable steps in the data collection and analysis process. According to Rowe (2018), a
researcher will have to collect a lot of information to be able to effectively use the information,
data management is extremely important. Obviously, when there is too much data, it is very
likely that the researcher cannot remember all the detailed information collected, so storing and
managing it for later data analysis is very necessary. Therefore, to manage the collected data, the
author recorded the conversation and stored the word file of the conversation between the author
and participants. This is a basic memory technique to record reflections from data collected from
interviews (Janesick, 2011). Because the study's sample size was relatively small (05
participants) and the interview mainly focused on a pre-developed questionnaire, the author
could easily store and manage participants' opinions without the need for special support tools.
Based on 15 previously questions, the author can easily classify groups of questions and answers
using only the basic and familiar tool - Excel. Each question is asked corresponding to a variable,
the answers will be synthesized by the author accordingly after taking information from the
interview. Thereby, the author will evaluate and compare the participants' answers and draw
general conclusions after synthesizing and analyzing the answers.
CHAPTER 4: RESULTS AND DISCUSSION
CHAPTER 5: CONCLUSION
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