Dr Xuan (Lorna) Wang
Academic and research departmentsSchool of Hospitality and Tourism Management.
Lorna joined University of Surrey in September 2017. She holds a PhD from Oxford Brookes University. She serves on the editorial boards of a number of leading hospitality and tourism management, revenue management journals. She also holds Visiting Professorship at University of Angers (France) and regularly gives talks in various Universities in Europe and in China.
Prior to her academic career, Lorna held a number of managerial positions such as Marketing Director and Rooms Division Director in China and in the UK. She won the ‘Lord Forte Award’ from the Institute of Hospitality in London in the year 2000. In China, she worked with ‘Guo-An Hotel Corporation’ based in Beijing, where she led her team to win ‘the Best Service Award’ from Beijing Tourism Administration Bureau after hosting ‘the 11th Asian Games’ in 1990. It was one of the first mega-events hosted by China and she was awarded as ‘Service Pacesetter’ in recognition of her personal contribution.
University roles and responsibilities
- Programme Leader for MSc International Hotel Management
Programme Leader - MA Luxury Hospitality Management
Programme Leader for MA International Tourism and Hospitality Management
Affiliations and memberships
- The Service Industries Journal
- Journal of Hospitality and Tourism Research
- Journal of Revenue and Pricing Management
- International Journal of Hospitality and Event Management
- Member of Revenue Management and Pricing International (since 2010)
- Fellow of the Higher Education Academy (since 2008)
- University of Hertfordshire
Revenue Management, Customer Relationship Management, Key Account Management and Brand Reputation Management
Indicators of esteem
Outstanding Reviewer Award - International Journal of Contemporary Hospitality Management (2017)
Best Research Paper Award – 5th International Conference on Services Management, awarded by International Journal of Contemporary Hospitality Management (2011)
Institute of Hospitality (formerly HCIMA) - Millennium Research Award (2000)
Modules I teach on
- Level 5 - Applied Financial Management
- Level 5 - Services Marketing
- Level 6 - Revenue Management
- MSc Hotel Investment & Finance
- MSc Hotel Revenue Managemen
Courses I teach on
Postgraduate researchHospitality and Tourism Management PhD
Song, H., Altinay, L., Sun, T. and Wang, X.L. (In press). The Influence of Social Interactions on Senior Customers’ Experience and Loneliness, International Journal of Contemporary Hospitality Management.
Van der Rest, J.P., Roper, A. and Wang, X.L. (2018) Why is a Change of Room Rate Pricing Policy so Hard to Implement? International Journal of Hospitality Management, Vol. 69, p30-40.
Liu, A., Wang, X.L., Liu, F. Yao, C. and Deng, Z. (2018) Soundscape and its influence on tourist satisfaction. The Service Industries Journal, Vol. 38, p164-181.
Madanoglu, M., Altinay, L. and Wang, X.L. (2016) Disentangling the effect of family involvement on innovativeness and risk taking: the role of decentralization. Journal of Business Research, Vol.69, No.5, p1796-1800.
Wang, X.L., Heo, C., Schwartz, Z., Legohérel, P. and Specklin, F. (2015) Revenue Management: Progress, Challenges and Research Prospects. Journal of Travel and Tourism Marketing, Vol.32, No.7, p797-811.
Wang, X.L. and Brennan, R. (2014) A framework for key account management and revenue management integration. Industrial Marketing Management, Vol.43, p1172-1181.
Design/methodology - A total of 207 usable questionnaires were collected from 107 residents of the city of Bratislava, Slovakia, and 100 visitors to the city. Partial least square structural equation modelling (PLS-SEM) method was used for data analysis.
Findings - This study establishes that perceived city brand image significantly influences emotional attachment to the city. The study concludes that affective city image has greater impact on emotional attachment to the city among the residents than visitors. In contrast, the influence of cognitive city image on emotional attachment to the city does not vary across the two categories of residents and visitors to the city.
Practical implications - City tourism marketers should focus on improving city brand images to enhance tourists? emotional attachment to the city to promote repeat visits among visitors.
Originality/value - This study contributes to improving understanding of the impact of perceived city brand image on emotional attachment to the city across the two groups, residents and visitors, using social exchange theory. Furthermore, the findings come from a relatively under-researched Central and Eastern European (CEE) region.
Purpose ? This study uses the theory of third places to understand how different kinds of social interaction in small hospitality businesses, such as restaurants and cafes, can enhance senior customers? experience and alleviate their loneliness.
Design/methodology/approach ? The target population of this study was Hong Kong residents aged 60 or above. The sampling frame comprised respondents who visited a Cha Chaan Teng (that is, a Hong Kong-style tea restaurant) more than once a year. We distributed 500 questionnaires and collected 411 valid responses in 2016. We used structural equation modeling for data analysis.
Findings ? The results show that social interactions (service manner and need identification) with employees and other customers have a positive effect on senior customers? experiences while the service manner of employees reduces senior customers? loneliness.
Originality/value ? This study exhibits the respective contributions of social interactions with employees and those with customers to enhancing senior customers? experience and alleviating their loneliness. This study?s new findings may serve as a foundation for future research on the relationship between social interactions, customer experience, and loneliness in third places.
The purpose of this paper is to examine franchisees? business start-ups from an entrepreneurial perspective, adopting a process representative of entrepreneurship to examine opportunity identification and evaluation by franchisees and to analyse factors that influence this process.
A qualitative study was employed and data collected using semi-structured interviews with a sample of service industry franchisees in Macau.
The study identifies that social networks play a key role in opportunity identification and that franchisees? goals influence the criteria used and information search activities undertaken while evaluating franchise opportunities.
The study makes two contributions to franchise literature. It identifies that social networks can serve as substitutes for lack of prior knowledge in franchise opportunity identification. It also identifies the interrelated nature of franchisees? goals based on the activities and criteria used to evaluate franchise opportunities, and the importance of relational criteria when franchisees lack prior industry knowledge. It therefore also contributes to franchise/entrepreneurship literature by identifying the interrelated nature of the factors contributing to the dynamics of franchise chain growth.
Franchisors should explore how to better use franchisees? social networks and identify the longer term goals of prospective franchisees to support market penetration and franchise chain growth. Franchisees are advised to use independent information sources to evaluate franchise opportunities using goal-informed objectives and demand and relational criteria.
The study presents a more comprehensive understanding of franchisees? decision-making process when joining franchise chains by identifying the activities undertaken and criteria used to identify and evaluate franchise opportunities.
This paper aims to explore the links between revenue management and business?to?business (B2B) relationships and explains how revenue management can both support and damage B2B relationships.
A single case study method was employed to conduct qualitative research into a company and its key accounts. In?depth data were collected from three divergent sources (company revenue managers, company account managers and nine of the company's key accounts) through semi?structured interviews, observations and document studies.
The research findings reveal that from the company's perspective, managers acknowledge that revenue management has positively influenced the process of identifying and analysing key account activities and conducting contractual decision making with key accounts. However, from the key accounts' perspective, revenue management practices were found to have significant negative consequences which damage trust and undermine long?term relationships and commitment.
Although the research findings cannot be generalised to other service sectors because of the single?case study research method, the implications of this study suggest that the impact of revenue management practice on B2B relationships should be further investigated in a wide range of organisational and industry settings.
The research findings confirm the long?held assumption that revenue management can negatively affect B2B relationships. The benefits of revenue management primarily reward the company, whilst long?term B2B relationship development suffers from the short?term consequences of the company's opportunistic behaviour.
This paper bridges the gap in the literature between revenue management and key account management. It also explores the conceptual incompatibility between revenue management and a long?term relational approach to B2B relationships and provides evidence to support this proposition.
This paper aims to address an identified gap in hospitality literature. It examines hotel key accounts' perceptions towards revenue management practice and its impact on key account relationship development.
A qualitative research approach was adopted for the investigation through in?depth interviews with account managers from an international hotel company and its key accounts from nine international companies across three main market segments: airlines, corporate and leisure.
The findings of this study show that revenue management practice has reduced relationship stability and the trust between hotels and their key accounts due to a number of reasons. These include: opportunistic behaviour such as unexpected contract rate increases and/or blocked room availabilities during high?demand days; imposed contractual restrictions; and undisclosed cheaper rates being available via other distribution channels from the same hotel.
The findings provide limited evidence of total commitment between the two parties and support the ?states theory? of relationship development, which appears to be more applicable than the ?stages theory? since the hotel key relationships did not necessarily follow a predictable stage?by?stage development process and any major incidents could lead to an abrupt termination of the relationship. The in?depth research findings are limited to one international hotel company's key accounts, which cannot be generalized since it lacks the breadth required for comparability with other organisations.
This paper bridges the gap between revenue management and key account relationship management literature by providing an insight into the key clients' perceptions towards the effects that hotel revenue management practice has had on relationship development.