wwwchrcornelledu
Cornell Hospitality ReportVol 11 No 14 August 2011
Reversing the Green Backlash
Why Large Hospitality Companies Should Welcome ldquoCredibly Greenrdquo Competitors
by Michael Giebelhausen PhD and HaeEun Helen Chun PhD
This report was produced with the assistance of McDonaldrsquos USA a senior partner of the Cornell Center for Hospitality Research
Advisory Board
The Robert A and Jan M Beck Center at Cornell UniversityBack cover photo by permission of The Cornellian and Jeff Wang
Cornell Hospitality Reports Vol 11 No 14 (August 2011)
copy 2011 Cornell University This report may not be reproduced or distributed without the express permission of the publisher
Cornell Hospitality Report is produced for the benefit of the hospitality industry by The Center for Hospitality Research at Cornell University
Rohit Verma Executive DirectorJennifer Macera Associate DirectorGlenn Withiam Director of Publications
Center for Hospitality ResearchCornell University School of Hotel Administration489 Statler HallIthaca NY 14853
Phone 607-255-9780Fax 607-254-2922wwwchrcornelledu
Niklas Andreacuteen Group Vice President Global Hospitality amp Partner Marketing Travelport GDS
Rarsquoanan Ben-Zur Chief Executive Officer French Quarter Holdings Inc
Scott Berman Principal Real Estate Business Advisory Services Industry Leader Hospitality amp Leisure PricewaterhouseCoopers
Raymond Bickson Managing Director and Chief Executive Officer Taj Group of Hotels Resorts and Palaces
Stephen C Brandman Co-Owner Thompson Hotels IncRaj Chandnani Vice President Director of Strategy WATGBenjamin J ldquoPatrickrdquo Denihan Chief Executive Officer
Denihan Hospitality GroupBrian Ferguson Vice President Supply Strategy and Analysis
Expedia North AmericaChuck Floyd Chief Operating OfficerndashNorth America
HyattGregg Gilman Partner Co-Chair Employment Practices
Davis amp Gilbert LLP
Tim Gordon Senior Vice President Hotels pricelinecomSusan Helstab EVP Corporate Marketing
Four Seasons Hotels and ResortsJeffrey A Horwitz Chair Lodging + Gaming and Co-Head
Mergers + Acquisitions ProskauerKevin J Jacobs Senior Vice President Corporate Strategy amp
Treasurer Hilton WorldwideKenneth Kahn PresidentOwner LRP PublicationsKirk Kinsell President of Europe Middle East and Africa
InterContinental Hotels GroupRadhika Kulkarni PhD VP of Advanced Analytics RampD
SAS InstituteGerald Lawless Executive Chairman Jumeirah GroupMark V Lomanno CEO Smith Travel ResearchBetsy MacDonald Managing Director HVS Global Hospitality
ServicesDavid Meltzer Senior Vice President Global Business
Development Sabre Hospitality SolutionsWilliam F Minnock III Senior Vice President Global
Operations Deployment and Program Management Marriott International Inc
Mike Montanari VP Strategic Accounts Sales - Sales Management Schneider Electric North America
Shane OrsquoFlaherty President and CEO Forbes Travel GuideThomas Parham Senior Vice President and General Manager
Philips Hospitality AmericasChris Proulx CEO eCornell amp Executive EducationCarolyn D Richmond Partner Hospitality Practice Fox
Rothschild LLPSusan Robertson CAE EVP of ASAE (501(c)6) amp President of
the ASAE Foundation (501(c)3) ASAE FoundationSteve Russell Chief People Officer Senior VP Human
Resources McDonaldrsquos USAMichele Sarkisian Senior Vice President MaritzJanice L Schnabel Managing Director and Gaming Practice
Leader Marshrsquos Hospitality and Gaming PracticeTrip Schneck President and Co-Founder TIG Global LLCK Vijayaraghavan Chief Executive Sathguru Management
Consultants (P) LtdAdam Weissenberg Vice Chairman and US Tourism
Hospitality amp Leisure Leader Deloitte amp Touche USA LLP
FriendsBerkshire Healthcare bull Center for Advanced Retail Technology bull Cruise Industry News bull DK Shifflet amp Associates bull ehoteliercom bull EyeforTravel bull 4Hotelierscom bull Gerencia de Hoteles amp Restaurantes bull Global Hospitality Resources bull Hospitality Financial and Technological Professionals bull hospitalityInsidecom bull hospitalitynetorg bull Hospitality Technology Magazine bull Hotel Asia Pacific bull Hotel China bull HotelExecutivecom bull International CHRIE bull International Hotel Conference bull International Society of Hospitality Consultants bull iPerceptions bull JDA Software Group Inc bull JD Power and Associates bull The Lodging Conference bull Lodging Hospitality bull Lodging Magazine bull LRA Worldwide Inc bull Milestone Internet Marketing bull MindFolio bull Mindshare Technologies bull PhoCusWright Inc bull PKF Hospitality Research bull Resort and Recreation Magazine bull The Resort Trades bull RestaurantEdgecom bull Shibata Publishing Co bull Synovate bull The TravelCom Network bull Travel + Hospitality Group bull UniFocus bull USA Today bull WageWatch Inc bull The Wall Street Journal bull WIWIHCOM bull Wyndham Worldwide
Thank you to our generous Corporate Members
PartnersDavis amp Gilbert LLP Deloitte amp Touche USA LLPDenihan Hospitality GroupeCornell amp Executive EducationExpedia Inc Forbes Travel GuideFour Seasons Hotels and Resorts Fox Rothschild LLP French Quarter Holdings Inc HVS Hyatt InterContinental Hotels Group Jumeirah GroupLRP PublicationsMarriott International IncMarshrsquos Hospitality Practice MaritzpricelinecomPricewaterhouseCoopersProskauer Sabre Hospitality SolutionsSathguru Management Consultants (P) Ltd Schneider Electric Thayer Lodging Group Thompson HotelsTravelportWATG
Senior PartnersASAE FoundationCarlson HotelsHilton WorldwideMcDonaldrsquos USAPhilips HospitalitySASSTRTaj Hotels Resorts and PalacesTIG Global
4 TheCenterforHospitalityResearchbullCornellUniversity
AbouT The AuThors
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
Michael Giebelhausen PhD is an assistant professor of marketing at the Cornell University School of Hotel Administration He earned his PhD in Marketing from Florida State University (and a ldquoDuctoraterdquo from Walt Disney University) His research focuses on consumer behavior in service settings He teaches Marketing Research Marketing Principles and Marketing Management for Services
haeeun helen Chun PhD is an assistant professor of marketing at the Cornell School of Hotel Administration Helen earned her PhD in Business
Administration (Marketing) from the Marshall School of Business at University of Southern California Her research interests include consumer experience
management in the service context with a focus on the role of consumer anticipation memory gifting and sensory marketing She teaches Consumer Behavior Marketing Principles and Marketing Management for
ServicesThe authors express their appreciation for the research support provided by McDonaldrsquos USA
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 5
exeCuTive suMMAry
This report presents three studies suggesting that when a large restaurant or hotel companyannouncestheadoptionofgreenpracticeconsumersmayreactincontraryfashionanddecreasetheirevaluationof thatcompanyFirstan in-depth interviewprojectamongstudentsat theSchool of Hotel Administration suggests that individuals are deeply skeptical when large
corporations and chains promote their sustainability initiatives as compared to small independentoperatorsSeekingcircumstancesinwhichalargecompanycouldgainsustainabilitycredibilitytwofollow-upexperimentsfurtherexaminetheinteractionofarestaurantchainrsquosgreenpracticeadoptionandthepresenceorabsenceofasmallhighlycrediblecompetitorTheresults indicate that in theabsenceofacrediblecompetitorconsumersrsquolikingofalargehospitalitycompanymayactuallydecreasewhen the company announces the adoption of a green practice (eg organic or locally sourcedingredients)IronicallytheninmarketswherethereisnocrediblygreencompetitorlargecorporationsmaybebetteroffnotpromotingtheirsustainabilityinitiativesTheoppositeistruehoweverwhenconsumers are aware of credible independent firms involved in green practices Under thesecircumstancesevaluationsofalargecompanyareimprovedInitiallywehypothesizedthatthelargecompanywouldneedtoimitatethecompetitorrsquosprogramtoreversethegreenbacklasheffectHowevertheresultsofasurveyofanationwidepanelofconsumerssuggeststhatareversalofthegreenbacklashcanoccurevenifthelargecompanyisengagedinadifferentgreenactivityThekeymechanismwascredibilityortrustworthinessofthecompanywithregardtothegreenpractice
6 TheCenterforHospitalityResearchbullCornellUniversity
Cornell hosPiTAliTy rePorT
The hospitality industry has wholeheartedly taken up the banner of sustainabilityRestaurants are promoting their use of locally sourced organic ingredients hotelsannounce reductions in their carbon footprint ski areas are installing wind poweredchairliftsandindustryleadersarediscussinghowtoestablishstandardsforsustainability1
ThisapparententhusiasmforallthingsgreenhaswellfoundedreasonsFromanoperationsstandpointsimplepracticessuchasswitchingtocompactfluorescentlightbulbsandstartinglinenre-useprogramshave resulted in substantial savingsmdashboth in termsof costs andnatural resources2With regard tohumanresourcesrecentresearchsuggeststhatemployeesworkingatanorganizationcommittedtosustainabilitymayexperiencegreaterjobsatisfaction3Fromasalesperspectiveotherrecentresearchsuggeststhatindividualsarewillingtopaymoreforhospitalityservicesthatincorporategreenfeatures4IndeedaLEEDcertificationisacentralcomponentofsomehotelsrsquomarketingstrategy5Lastbutnotleastbeingabiteasierontheplanetjustseemsliketherightthingtodo
1GlennWithiamldquoTheChallengeofHotelandRestaurantSustainabilityFindingProfitinlsquoBeingGreenrsquordquoCornell Hospitality Roundtable and Confer-ence ProceedingsVol3No2(2011)CornellCenterforHospitalityResearch2AlexMSusskindandRohitVermaldquoHotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesrdquoCornell Hospitality ReportsVol11No6(2011)3 CassandraWalshandAdamJSulkowskildquoAGreenerCompanyMakesforHappierEmployeesMoreSoThanDoesaMoreValuableOneARegres-sionAnalysisofEmployeeSatisfactionPerceivedEnvironmentalPerformanceandFirmFinancialValuerdquoInterdisciplinary Environmental ReviewVol11No4(2010)pp274-824SusskindandVermaopcit5 HerveacuteHoudreacuteldquoSustainableHospitalitycopySustainableDevelopmentintheHotelIndustryrdquoCornell Hospitality Industry Perspectives Vol1No3 (August2008)
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 7
Itisnotsurprisingthathospitalitycompaniesshouldwanttoinformconsumersabouttheirsustainabilityinitia-tivesUnfortunatelythepromotionofgreeninnovationshascausedconsumerstosuspectcompaniesofexaggeratingtheenvironmentalfriendlinessoftheirpracticesSomefirmsarethoughttooverpromotetheirsustainabilityapracticeknownasgreenwashingArecentsurveybytheCarbonTrustwarnsofapotentialbacklashasconsumersgrowevermoresuspiciousofcompaniesrsquosustainabilitypromotionefforts6Thismaybeaparticularlyrelevantconcernforthehospital-ityindustryWhenthinkingaboutthehospitalityindustryanumberofthingscometomindincludingindulgenceluxuryconvenienceandsimplyhavingfunNoneoftheseconceptsonemightarguearecloselyrelatedwiththeconceptofre-sponsibility(environmentalorotherwise)Whenindividualsencounterinformationthatisinconsistentwiththeirpreviousconceptionsitwarrantsadditionalattentionandconsider-ation7Thuswhenahospitalityorganizationpositionsitselfasbeinggreenconsumersrsquosuspicionsmayberaisedevenmorethanwithaconsumerpackagegoodscompany
OnemightsuspectthatinadditiontoindustrythesizeofthecompanyalsomattersArecentGalluppollfound67percentofAmericansdissatisfiedwiththesizeandinfluenceofmajorcorporationsinthecountrytodaythehighestlevelsinceGallupfirstaskedthisquestionin20018ThisisperhapsnotsurprisingInrecentyearslargecorporationshavereceivedalargeamountofnegativepressCorporategreedandquestionableethicsarecommonlyofferedasthecauseofeverythingfromthedownturnintheeconomytoenviron-mentaldisastersItishoweverstillpossibletobealdquogreengiantrdquoLargecompaniessuchasWholeFoodsGoogleIkeaMicrosoftandSCJohnsonmadethetoptenina2010surveyevaluatingconsumerperceptionsofbrandgreenness9
ThestudiespresentedhereusethetermldquolargerdquotodenoteaparticulartypeofhospitalityorganizationThisrathervaguetermraisesthequestionofwhatwemeanbylargeInthequalitativestudysuspicionssurroundingsustainablehos-pitalityweremostoftenmentionedinthecontextofglobalhospitalitybrandsthathaveexistedfordecadesandforwhichenvironmentalfriendlinesshasnotheretoforebeenacore
6 wwwcarbontrustcouk(2011)ldquoOnly7ofthePublicBelieveCompanyClaimsofActiononClimateChangerdquo(asviewedApril42011)7JoanMeyers-LevyandAliceMTyboutldquoSchemaCongruityasaBasisforProductEvaluationrdquoJournal of Consumer ResearchVol16June1989pp39ndash548 LydiaSaadldquoInUSMajorityStillWantsLessCorporateInfluencerdquoGallupPollhttpwwwgallupcompoll145871majority-wants-less-corporate-influenceaspx(viewedApril42011)92010ImagePowerregGreenBrandsSurveywppcom2011Thecompletelistwas(indescendingorder)BurtrsquosBeesWholeFoodsMarketTomrsquosofMaineTraderJoersquosGoogleAveenoSCJohnsonPublixMicrosoftandIkea
competencyAlsothesebrandstendedtobemid-marketbrandsratherthanthosethatoccupythehighendorlux-urymarketInkeepingwiththeinsightsgainedfromtheexploratorystudystudies2and3examinedbrandsthatfitthisdescription(thatislargewell-knownmid-marketbrands)Insummarythisreportusesthetermldquolargerdquotodescribeacorporateentitywithawellestablishedbrandidentitythatdoesnotnecessarilyhavestrongassociationswithpro-environmentalpractices
Study1ExploratoryZMETInterviewsThefindingspresentedhereasStudy1aretheresultofaCornellUniversitymarketingresearchclassprojectForthisprojectstudentsreceivedtrainingintheZaltmanMet-aphorElicitationTechnique(ZMET)anin-depthinter-viewtechniqueinvolvinganumberofstepsdesignedtotapintoareasoftheconsumerrsquosconsciousnotaccessibleviatraditionalmarketingresearchmethods10AkeypremiseofZMETsupportedbyresearchincognitivepsychologyisthatimagesarethefundamentalbuildingblocksofourthoughts11Thusmuchoftheinteractionbetweenthere-searcherandparticipantduringaZMETinterviewconsistsofdiscussingacollectionof12to15picturesassembledbytheparticipantpriortotheinterviewPicturesareselectedbytheparticipantsbasedontheextenttowhichtheyrep-resenttheparticipantrsquoskeythoughtsandfeelingsregardingtheresearchquestionInthiscasetheresearchquestionposedtoparticipantswasldquoWhatareyourthoughtsandfeelingsregardingsustainablehospitalityrdquo
Eachofthe50studentsintheclassinterviewedoneotherstudentThisinterviewwasrecordedandtranscribedEachstudentthenconductedaldquogroundedtheoryrdquoanalysisoftheirtranscriptGroundedtheoryreferstoldquoinsightsgarneredfromdatasystematicallygatheredandanalyzedrdquo12Inthisempiricalanalysiseachlineoftheinterviewtran-scriptisexamined(iecoded)withthegoalofidentifyingrecurringthemesTheresultingcodesfromalltranscriptsarethencombinedandfurtherdistilledintocodefami-lieswhicharethenintegratedintoaconceptualmapthatdetailsthelinkagesbetweenthevariousconcepts13TheresultsaretheproductofahighlymethodicalprocessofdocumentingandanalyzingasetofquantifiabledataForthefinalstepthestudentswereplacedingroupsofsix
10ForadescriptionseeGeraldZaltmanandRobinHigieCoulterldquoSeeingtheVoiceoftheCustomerMetaphor-BasedAdvertisingRe-searchrdquoJournal of Advertising ResearchVol35No4(1995)pp35-5111RaymondWGibbsldquoCategorizationandMetaphorUnderstandingrdquoPsychological ReviewVol99No3(1992)pp572-57712 AnselmStraussandJulietCorbinBasics of Qualitative Research Techniques and Procedures for Developing Grounded Theory2nded(ThousandOaksCASage1998)13ForadetaileddescriptionseeIbid
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
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Publication Indexwwwchrcornelledu
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Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
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Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
Advisory Board
The Robert A and Jan M Beck Center at Cornell UniversityBack cover photo by permission of The Cornellian and Jeff Wang
Cornell Hospitality Reports Vol 11 No 14 (August 2011)
copy 2011 Cornell University This report may not be reproduced or distributed without the express permission of the publisher
Cornell Hospitality Report is produced for the benefit of the hospitality industry by The Center for Hospitality Research at Cornell University
Rohit Verma Executive DirectorJennifer Macera Associate DirectorGlenn Withiam Director of Publications
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Phone 607-255-9780Fax 607-254-2922wwwchrcornelledu
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Thank you to our generous Corporate Members
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4 TheCenterforHospitalityResearchbullCornellUniversity
AbouT The AuThors
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
Michael Giebelhausen PhD is an assistant professor of marketing at the Cornell University School of Hotel Administration He earned his PhD in Marketing from Florida State University (and a ldquoDuctoraterdquo from Walt Disney University) His research focuses on consumer behavior in service settings He teaches Marketing Research Marketing Principles and Marketing Management for Services
haeeun helen Chun PhD is an assistant professor of marketing at the Cornell School of Hotel Administration Helen earned her PhD in Business
Administration (Marketing) from the Marshall School of Business at University of Southern California Her research interests include consumer experience
management in the service context with a focus on the role of consumer anticipation memory gifting and sensory marketing She teaches Consumer Behavior Marketing Principles and Marketing Management for
ServicesThe authors express their appreciation for the research support provided by McDonaldrsquos USA
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 5
exeCuTive suMMAry
This report presents three studies suggesting that when a large restaurant or hotel companyannouncestheadoptionofgreenpracticeconsumersmayreactincontraryfashionanddecreasetheirevaluationof thatcompanyFirstan in-depth interviewprojectamongstudentsat theSchool of Hotel Administration suggests that individuals are deeply skeptical when large
corporations and chains promote their sustainability initiatives as compared to small independentoperatorsSeekingcircumstancesinwhichalargecompanycouldgainsustainabilitycredibilitytwofollow-upexperimentsfurtherexaminetheinteractionofarestaurantchainrsquosgreenpracticeadoptionandthepresenceorabsenceofasmallhighlycrediblecompetitorTheresults indicate that in theabsenceofacrediblecompetitorconsumersrsquolikingofalargehospitalitycompanymayactuallydecreasewhen the company announces the adoption of a green practice (eg organic or locally sourcedingredients)IronicallytheninmarketswherethereisnocrediblygreencompetitorlargecorporationsmaybebetteroffnotpromotingtheirsustainabilityinitiativesTheoppositeistruehoweverwhenconsumers are aware of credible independent firms involved in green practices Under thesecircumstancesevaluationsofalargecompanyareimprovedInitiallywehypothesizedthatthelargecompanywouldneedtoimitatethecompetitorrsquosprogramtoreversethegreenbacklasheffectHowevertheresultsofasurveyofanationwidepanelofconsumerssuggeststhatareversalofthegreenbacklashcanoccurevenifthelargecompanyisengagedinadifferentgreenactivityThekeymechanismwascredibilityortrustworthinessofthecompanywithregardtothegreenpractice
6 TheCenterforHospitalityResearchbullCornellUniversity
Cornell hosPiTAliTy rePorT
The hospitality industry has wholeheartedly taken up the banner of sustainabilityRestaurants are promoting their use of locally sourced organic ingredients hotelsannounce reductions in their carbon footprint ski areas are installing wind poweredchairliftsandindustryleadersarediscussinghowtoestablishstandardsforsustainability1
ThisapparententhusiasmforallthingsgreenhaswellfoundedreasonsFromanoperationsstandpointsimplepracticessuchasswitchingtocompactfluorescentlightbulbsandstartinglinenre-useprogramshave resulted in substantial savingsmdashboth in termsof costs andnatural resources2With regard tohumanresourcesrecentresearchsuggeststhatemployeesworkingatanorganizationcommittedtosustainabilitymayexperiencegreaterjobsatisfaction3Fromasalesperspectiveotherrecentresearchsuggeststhatindividualsarewillingtopaymoreforhospitalityservicesthatincorporategreenfeatures4IndeedaLEEDcertificationisacentralcomponentofsomehotelsrsquomarketingstrategy5Lastbutnotleastbeingabiteasierontheplanetjustseemsliketherightthingtodo
1GlennWithiamldquoTheChallengeofHotelandRestaurantSustainabilityFindingProfitinlsquoBeingGreenrsquordquoCornell Hospitality Roundtable and Confer-ence ProceedingsVol3No2(2011)CornellCenterforHospitalityResearch2AlexMSusskindandRohitVermaldquoHotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesrdquoCornell Hospitality ReportsVol11No6(2011)3 CassandraWalshandAdamJSulkowskildquoAGreenerCompanyMakesforHappierEmployeesMoreSoThanDoesaMoreValuableOneARegres-sionAnalysisofEmployeeSatisfactionPerceivedEnvironmentalPerformanceandFirmFinancialValuerdquoInterdisciplinary Environmental ReviewVol11No4(2010)pp274-824SusskindandVermaopcit5 HerveacuteHoudreacuteldquoSustainableHospitalitycopySustainableDevelopmentintheHotelIndustryrdquoCornell Hospitality Industry Perspectives Vol1No3 (August2008)
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 7
Itisnotsurprisingthathospitalitycompaniesshouldwanttoinformconsumersabouttheirsustainabilityinitia-tivesUnfortunatelythepromotionofgreeninnovationshascausedconsumerstosuspectcompaniesofexaggeratingtheenvironmentalfriendlinessoftheirpracticesSomefirmsarethoughttooverpromotetheirsustainabilityapracticeknownasgreenwashingArecentsurveybytheCarbonTrustwarnsofapotentialbacklashasconsumersgrowevermoresuspiciousofcompaniesrsquosustainabilitypromotionefforts6Thismaybeaparticularlyrelevantconcernforthehospital-ityindustryWhenthinkingaboutthehospitalityindustryanumberofthingscometomindincludingindulgenceluxuryconvenienceandsimplyhavingfunNoneoftheseconceptsonemightarguearecloselyrelatedwiththeconceptofre-sponsibility(environmentalorotherwise)Whenindividualsencounterinformationthatisinconsistentwiththeirpreviousconceptionsitwarrantsadditionalattentionandconsider-ation7Thuswhenahospitalityorganizationpositionsitselfasbeinggreenconsumersrsquosuspicionsmayberaisedevenmorethanwithaconsumerpackagegoodscompany
OnemightsuspectthatinadditiontoindustrythesizeofthecompanyalsomattersArecentGalluppollfound67percentofAmericansdissatisfiedwiththesizeandinfluenceofmajorcorporationsinthecountrytodaythehighestlevelsinceGallupfirstaskedthisquestionin20018ThisisperhapsnotsurprisingInrecentyearslargecorporationshavereceivedalargeamountofnegativepressCorporategreedandquestionableethicsarecommonlyofferedasthecauseofeverythingfromthedownturnintheeconomytoenviron-mentaldisastersItishoweverstillpossibletobealdquogreengiantrdquoLargecompaniessuchasWholeFoodsGoogleIkeaMicrosoftandSCJohnsonmadethetoptenina2010surveyevaluatingconsumerperceptionsofbrandgreenness9
ThestudiespresentedhereusethetermldquolargerdquotodenoteaparticulartypeofhospitalityorganizationThisrathervaguetermraisesthequestionofwhatwemeanbylargeInthequalitativestudysuspicionssurroundingsustainablehos-pitalityweremostoftenmentionedinthecontextofglobalhospitalitybrandsthathaveexistedfordecadesandforwhichenvironmentalfriendlinesshasnotheretoforebeenacore
6 wwwcarbontrustcouk(2011)ldquoOnly7ofthePublicBelieveCompanyClaimsofActiononClimateChangerdquo(asviewedApril42011)7JoanMeyers-LevyandAliceMTyboutldquoSchemaCongruityasaBasisforProductEvaluationrdquoJournal of Consumer ResearchVol16June1989pp39ndash548 LydiaSaadldquoInUSMajorityStillWantsLessCorporateInfluencerdquoGallupPollhttpwwwgallupcompoll145871majority-wants-less-corporate-influenceaspx(viewedApril42011)92010ImagePowerregGreenBrandsSurveywppcom2011Thecompletelistwas(indescendingorder)BurtrsquosBeesWholeFoodsMarketTomrsquosofMaineTraderJoersquosGoogleAveenoSCJohnsonPublixMicrosoftandIkea
competencyAlsothesebrandstendedtobemid-marketbrandsratherthanthosethatoccupythehighendorlux-urymarketInkeepingwiththeinsightsgainedfromtheexploratorystudystudies2and3examinedbrandsthatfitthisdescription(thatislargewell-knownmid-marketbrands)Insummarythisreportusesthetermldquolargerdquotodescribeacorporateentitywithawellestablishedbrandidentitythatdoesnotnecessarilyhavestrongassociationswithpro-environmentalpractices
Study1ExploratoryZMETInterviewsThefindingspresentedhereasStudy1aretheresultofaCornellUniversitymarketingresearchclassprojectForthisprojectstudentsreceivedtrainingintheZaltmanMet-aphorElicitationTechnique(ZMET)anin-depthinter-viewtechniqueinvolvinganumberofstepsdesignedtotapintoareasoftheconsumerrsquosconsciousnotaccessibleviatraditionalmarketingresearchmethods10AkeypremiseofZMETsupportedbyresearchincognitivepsychologyisthatimagesarethefundamentalbuildingblocksofourthoughts11Thusmuchoftheinteractionbetweenthere-searcherandparticipantduringaZMETinterviewconsistsofdiscussingacollectionof12to15picturesassembledbytheparticipantpriortotheinterviewPicturesareselectedbytheparticipantsbasedontheextenttowhichtheyrep-resenttheparticipantrsquoskeythoughtsandfeelingsregardingtheresearchquestionInthiscasetheresearchquestionposedtoparticipantswasldquoWhatareyourthoughtsandfeelingsregardingsustainablehospitalityrdquo
Eachofthe50studentsintheclassinterviewedoneotherstudentThisinterviewwasrecordedandtranscribedEachstudentthenconductedaldquogroundedtheoryrdquoanalysisoftheirtranscriptGroundedtheoryreferstoldquoinsightsgarneredfromdatasystematicallygatheredandanalyzedrdquo12Inthisempiricalanalysiseachlineoftheinterviewtran-scriptisexamined(iecoded)withthegoalofidentifyingrecurringthemesTheresultingcodesfromalltranscriptsarethencombinedandfurtherdistilledintocodefami-lieswhicharethenintegratedintoaconceptualmapthatdetailsthelinkagesbetweenthevariousconcepts13TheresultsaretheproductofahighlymethodicalprocessofdocumentingandanalyzingasetofquantifiabledataForthefinalstepthestudentswereplacedingroupsofsix
10ForadescriptionseeGeraldZaltmanandRobinHigieCoulterldquoSeeingtheVoiceoftheCustomerMetaphor-BasedAdvertisingRe-searchrdquoJournal of Advertising ResearchVol35No4(1995)pp35-5111RaymondWGibbsldquoCategorizationandMetaphorUnderstandingrdquoPsychological ReviewVol99No3(1992)pp572-57712 AnselmStraussandJulietCorbinBasics of Qualitative Research Techniques and Procedures for Developing Grounded Theory2nded(ThousandOaksCASage1998)13ForadetaileddescriptionseeIbid
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
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2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
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Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
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Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
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Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
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Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
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PartnersDavis amp Gilbert LLP Deloitte amp Touche USA LLPDenihan Hospitality GroupeCornell amp Executive EducationExpedia Inc Forbes Travel GuideFour Seasons Hotels and Resorts Fox Rothschild LLP French Quarter Holdings Inc HVS Hyatt InterContinental Hotels Group Jumeirah GroupLRP PublicationsMarriott International IncMarshrsquos Hospitality Practice MaritzpricelinecomPricewaterhouseCoopersProskauer Sabre Hospitality SolutionsSathguru Management Consultants (P) Ltd Schneider Electric Thayer Lodging Group Thompson HotelsTravelportWATG
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4 TheCenterforHospitalityResearchbullCornellUniversity
AbouT The AuThors
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
Michael Giebelhausen PhD is an assistant professor of marketing at the Cornell University School of Hotel Administration He earned his PhD in Marketing from Florida State University (and a ldquoDuctoraterdquo from Walt Disney University) His research focuses on consumer behavior in service settings He teaches Marketing Research Marketing Principles and Marketing Management for Services
haeeun helen Chun PhD is an assistant professor of marketing at the Cornell School of Hotel Administration Helen earned her PhD in Business
Administration (Marketing) from the Marshall School of Business at University of Southern California Her research interests include consumer experience
management in the service context with a focus on the role of consumer anticipation memory gifting and sensory marketing She teaches Consumer Behavior Marketing Principles and Marketing Management for
ServicesThe authors express their appreciation for the research support provided by McDonaldrsquos USA
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 5
exeCuTive suMMAry
This report presents three studies suggesting that when a large restaurant or hotel companyannouncestheadoptionofgreenpracticeconsumersmayreactincontraryfashionanddecreasetheirevaluationof thatcompanyFirstan in-depth interviewprojectamongstudentsat theSchool of Hotel Administration suggests that individuals are deeply skeptical when large
corporations and chains promote their sustainability initiatives as compared to small independentoperatorsSeekingcircumstancesinwhichalargecompanycouldgainsustainabilitycredibilitytwofollow-upexperimentsfurtherexaminetheinteractionofarestaurantchainrsquosgreenpracticeadoptionandthepresenceorabsenceofasmallhighlycrediblecompetitorTheresults indicate that in theabsenceofacrediblecompetitorconsumersrsquolikingofalargehospitalitycompanymayactuallydecreasewhen the company announces the adoption of a green practice (eg organic or locally sourcedingredients)IronicallytheninmarketswherethereisnocrediblygreencompetitorlargecorporationsmaybebetteroffnotpromotingtheirsustainabilityinitiativesTheoppositeistruehoweverwhenconsumers are aware of credible independent firms involved in green practices Under thesecircumstancesevaluationsofalargecompanyareimprovedInitiallywehypothesizedthatthelargecompanywouldneedtoimitatethecompetitorrsquosprogramtoreversethegreenbacklasheffectHowevertheresultsofasurveyofanationwidepanelofconsumerssuggeststhatareversalofthegreenbacklashcanoccurevenifthelargecompanyisengagedinadifferentgreenactivityThekeymechanismwascredibilityortrustworthinessofthecompanywithregardtothegreenpractice
6 TheCenterforHospitalityResearchbullCornellUniversity
Cornell hosPiTAliTy rePorT
The hospitality industry has wholeheartedly taken up the banner of sustainabilityRestaurants are promoting their use of locally sourced organic ingredients hotelsannounce reductions in their carbon footprint ski areas are installing wind poweredchairliftsandindustryleadersarediscussinghowtoestablishstandardsforsustainability1
ThisapparententhusiasmforallthingsgreenhaswellfoundedreasonsFromanoperationsstandpointsimplepracticessuchasswitchingtocompactfluorescentlightbulbsandstartinglinenre-useprogramshave resulted in substantial savingsmdashboth in termsof costs andnatural resources2With regard tohumanresourcesrecentresearchsuggeststhatemployeesworkingatanorganizationcommittedtosustainabilitymayexperiencegreaterjobsatisfaction3Fromasalesperspectiveotherrecentresearchsuggeststhatindividualsarewillingtopaymoreforhospitalityservicesthatincorporategreenfeatures4IndeedaLEEDcertificationisacentralcomponentofsomehotelsrsquomarketingstrategy5Lastbutnotleastbeingabiteasierontheplanetjustseemsliketherightthingtodo
1GlennWithiamldquoTheChallengeofHotelandRestaurantSustainabilityFindingProfitinlsquoBeingGreenrsquordquoCornell Hospitality Roundtable and Confer-ence ProceedingsVol3No2(2011)CornellCenterforHospitalityResearch2AlexMSusskindandRohitVermaldquoHotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesrdquoCornell Hospitality ReportsVol11No6(2011)3 CassandraWalshandAdamJSulkowskildquoAGreenerCompanyMakesforHappierEmployeesMoreSoThanDoesaMoreValuableOneARegres-sionAnalysisofEmployeeSatisfactionPerceivedEnvironmentalPerformanceandFirmFinancialValuerdquoInterdisciplinary Environmental ReviewVol11No4(2010)pp274-824SusskindandVermaopcit5 HerveacuteHoudreacuteldquoSustainableHospitalitycopySustainableDevelopmentintheHotelIndustryrdquoCornell Hospitality Industry Perspectives Vol1No3 (August2008)
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 7
Itisnotsurprisingthathospitalitycompaniesshouldwanttoinformconsumersabouttheirsustainabilityinitia-tivesUnfortunatelythepromotionofgreeninnovationshascausedconsumerstosuspectcompaniesofexaggeratingtheenvironmentalfriendlinessoftheirpracticesSomefirmsarethoughttooverpromotetheirsustainabilityapracticeknownasgreenwashingArecentsurveybytheCarbonTrustwarnsofapotentialbacklashasconsumersgrowevermoresuspiciousofcompaniesrsquosustainabilitypromotionefforts6Thismaybeaparticularlyrelevantconcernforthehospital-ityindustryWhenthinkingaboutthehospitalityindustryanumberofthingscometomindincludingindulgenceluxuryconvenienceandsimplyhavingfunNoneoftheseconceptsonemightarguearecloselyrelatedwiththeconceptofre-sponsibility(environmentalorotherwise)Whenindividualsencounterinformationthatisinconsistentwiththeirpreviousconceptionsitwarrantsadditionalattentionandconsider-ation7Thuswhenahospitalityorganizationpositionsitselfasbeinggreenconsumersrsquosuspicionsmayberaisedevenmorethanwithaconsumerpackagegoodscompany
OnemightsuspectthatinadditiontoindustrythesizeofthecompanyalsomattersArecentGalluppollfound67percentofAmericansdissatisfiedwiththesizeandinfluenceofmajorcorporationsinthecountrytodaythehighestlevelsinceGallupfirstaskedthisquestionin20018ThisisperhapsnotsurprisingInrecentyearslargecorporationshavereceivedalargeamountofnegativepressCorporategreedandquestionableethicsarecommonlyofferedasthecauseofeverythingfromthedownturnintheeconomytoenviron-mentaldisastersItishoweverstillpossibletobealdquogreengiantrdquoLargecompaniessuchasWholeFoodsGoogleIkeaMicrosoftandSCJohnsonmadethetoptenina2010surveyevaluatingconsumerperceptionsofbrandgreenness9
ThestudiespresentedhereusethetermldquolargerdquotodenoteaparticulartypeofhospitalityorganizationThisrathervaguetermraisesthequestionofwhatwemeanbylargeInthequalitativestudysuspicionssurroundingsustainablehos-pitalityweremostoftenmentionedinthecontextofglobalhospitalitybrandsthathaveexistedfordecadesandforwhichenvironmentalfriendlinesshasnotheretoforebeenacore
6 wwwcarbontrustcouk(2011)ldquoOnly7ofthePublicBelieveCompanyClaimsofActiononClimateChangerdquo(asviewedApril42011)7JoanMeyers-LevyandAliceMTyboutldquoSchemaCongruityasaBasisforProductEvaluationrdquoJournal of Consumer ResearchVol16June1989pp39ndash548 LydiaSaadldquoInUSMajorityStillWantsLessCorporateInfluencerdquoGallupPollhttpwwwgallupcompoll145871majority-wants-less-corporate-influenceaspx(viewedApril42011)92010ImagePowerregGreenBrandsSurveywppcom2011Thecompletelistwas(indescendingorder)BurtrsquosBeesWholeFoodsMarketTomrsquosofMaineTraderJoersquosGoogleAveenoSCJohnsonPublixMicrosoftandIkea
competencyAlsothesebrandstendedtobemid-marketbrandsratherthanthosethatoccupythehighendorlux-urymarketInkeepingwiththeinsightsgainedfromtheexploratorystudystudies2and3examinedbrandsthatfitthisdescription(thatislargewell-knownmid-marketbrands)Insummarythisreportusesthetermldquolargerdquotodescribeacorporateentitywithawellestablishedbrandidentitythatdoesnotnecessarilyhavestrongassociationswithpro-environmentalpractices
Study1ExploratoryZMETInterviewsThefindingspresentedhereasStudy1aretheresultofaCornellUniversitymarketingresearchclassprojectForthisprojectstudentsreceivedtrainingintheZaltmanMet-aphorElicitationTechnique(ZMET)anin-depthinter-viewtechniqueinvolvinganumberofstepsdesignedtotapintoareasoftheconsumerrsquosconsciousnotaccessibleviatraditionalmarketingresearchmethods10AkeypremiseofZMETsupportedbyresearchincognitivepsychologyisthatimagesarethefundamentalbuildingblocksofourthoughts11Thusmuchoftheinteractionbetweenthere-searcherandparticipantduringaZMETinterviewconsistsofdiscussingacollectionof12to15picturesassembledbytheparticipantpriortotheinterviewPicturesareselectedbytheparticipantsbasedontheextenttowhichtheyrep-resenttheparticipantrsquoskeythoughtsandfeelingsregardingtheresearchquestionInthiscasetheresearchquestionposedtoparticipantswasldquoWhatareyourthoughtsandfeelingsregardingsustainablehospitalityrdquo
Eachofthe50studentsintheclassinterviewedoneotherstudentThisinterviewwasrecordedandtranscribedEachstudentthenconductedaldquogroundedtheoryrdquoanalysisoftheirtranscriptGroundedtheoryreferstoldquoinsightsgarneredfromdatasystematicallygatheredandanalyzedrdquo12Inthisempiricalanalysiseachlineoftheinterviewtran-scriptisexamined(iecoded)withthegoalofidentifyingrecurringthemesTheresultingcodesfromalltranscriptsarethencombinedandfurtherdistilledintocodefami-lieswhicharethenintegratedintoaconceptualmapthatdetailsthelinkagesbetweenthevariousconcepts13TheresultsaretheproductofahighlymethodicalprocessofdocumentingandanalyzingasetofquantifiabledataForthefinalstepthestudentswereplacedingroupsofsix
10ForadescriptionseeGeraldZaltmanandRobinHigieCoulterldquoSeeingtheVoiceoftheCustomerMetaphor-BasedAdvertisingRe-searchrdquoJournal of Advertising ResearchVol35No4(1995)pp35-5111RaymondWGibbsldquoCategorizationandMetaphorUnderstandingrdquoPsychological ReviewVol99No3(1992)pp572-57712 AnselmStraussandJulietCorbinBasics of Qualitative Research Techniques and Procedures for Developing Grounded Theory2nded(ThousandOaksCASage1998)13ForadetaileddescriptionseeIbid
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
4 TheCenterforHospitalityResearchbullCornellUniversity
AbouT The AuThors
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
Michael Giebelhausen PhD is an assistant professor of marketing at the Cornell University School of Hotel Administration He earned his PhD in Marketing from Florida State University (and a ldquoDuctoraterdquo from Walt Disney University) His research focuses on consumer behavior in service settings He teaches Marketing Research Marketing Principles and Marketing Management for Services
haeeun helen Chun PhD is an assistant professor of marketing at the Cornell School of Hotel Administration Helen earned her PhD in Business
Administration (Marketing) from the Marshall School of Business at University of Southern California Her research interests include consumer experience
management in the service context with a focus on the role of consumer anticipation memory gifting and sensory marketing She teaches Consumer Behavior Marketing Principles and Marketing Management for
ServicesThe authors express their appreciation for the research support provided by McDonaldrsquos USA
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 5
exeCuTive suMMAry
This report presents three studies suggesting that when a large restaurant or hotel companyannouncestheadoptionofgreenpracticeconsumersmayreactincontraryfashionanddecreasetheirevaluationof thatcompanyFirstan in-depth interviewprojectamongstudentsat theSchool of Hotel Administration suggests that individuals are deeply skeptical when large
corporations and chains promote their sustainability initiatives as compared to small independentoperatorsSeekingcircumstancesinwhichalargecompanycouldgainsustainabilitycredibilitytwofollow-upexperimentsfurtherexaminetheinteractionofarestaurantchainrsquosgreenpracticeadoptionandthepresenceorabsenceofasmallhighlycrediblecompetitorTheresults indicate that in theabsenceofacrediblecompetitorconsumersrsquolikingofalargehospitalitycompanymayactuallydecreasewhen the company announces the adoption of a green practice (eg organic or locally sourcedingredients)IronicallytheninmarketswherethereisnocrediblygreencompetitorlargecorporationsmaybebetteroffnotpromotingtheirsustainabilityinitiativesTheoppositeistruehoweverwhenconsumers are aware of credible independent firms involved in green practices Under thesecircumstancesevaluationsofalargecompanyareimprovedInitiallywehypothesizedthatthelargecompanywouldneedtoimitatethecompetitorrsquosprogramtoreversethegreenbacklasheffectHowevertheresultsofasurveyofanationwidepanelofconsumerssuggeststhatareversalofthegreenbacklashcanoccurevenifthelargecompanyisengagedinadifferentgreenactivityThekeymechanismwascredibilityortrustworthinessofthecompanywithregardtothegreenpractice
6 TheCenterforHospitalityResearchbullCornellUniversity
Cornell hosPiTAliTy rePorT
The hospitality industry has wholeheartedly taken up the banner of sustainabilityRestaurants are promoting their use of locally sourced organic ingredients hotelsannounce reductions in their carbon footprint ski areas are installing wind poweredchairliftsandindustryleadersarediscussinghowtoestablishstandardsforsustainability1
ThisapparententhusiasmforallthingsgreenhaswellfoundedreasonsFromanoperationsstandpointsimplepracticessuchasswitchingtocompactfluorescentlightbulbsandstartinglinenre-useprogramshave resulted in substantial savingsmdashboth in termsof costs andnatural resources2With regard tohumanresourcesrecentresearchsuggeststhatemployeesworkingatanorganizationcommittedtosustainabilitymayexperiencegreaterjobsatisfaction3Fromasalesperspectiveotherrecentresearchsuggeststhatindividualsarewillingtopaymoreforhospitalityservicesthatincorporategreenfeatures4IndeedaLEEDcertificationisacentralcomponentofsomehotelsrsquomarketingstrategy5Lastbutnotleastbeingabiteasierontheplanetjustseemsliketherightthingtodo
1GlennWithiamldquoTheChallengeofHotelandRestaurantSustainabilityFindingProfitinlsquoBeingGreenrsquordquoCornell Hospitality Roundtable and Confer-ence ProceedingsVol3No2(2011)CornellCenterforHospitalityResearch2AlexMSusskindandRohitVermaldquoHotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesrdquoCornell Hospitality ReportsVol11No6(2011)3 CassandraWalshandAdamJSulkowskildquoAGreenerCompanyMakesforHappierEmployeesMoreSoThanDoesaMoreValuableOneARegres-sionAnalysisofEmployeeSatisfactionPerceivedEnvironmentalPerformanceandFirmFinancialValuerdquoInterdisciplinary Environmental ReviewVol11No4(2010)pp274-824SusskindandVermaopcit5 HerveacuteHoudreacuteldquoSustainableHospitalitycopySustainableDevelopmentintheHotelIndustryrdquoCornell Hospitality Industry Perspectives Vol1No3 (August2008)
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 7
Itisnotsurprisingthathospitalitycompaniesshouldwanttoinformconsumersabouttheirsustainabilityinitia-tivesUnfortunatelythepromotionofgreeninnovationshascausedconsumerstosuspectcompaniesofexaggeratingtheenvironmentalfriendlinessoftheirpracticesSomefirmsarethoughttooverpromotetheirsustainabilityapracticeknownasgreenwashingArecentsurveybytheCarbonTrustwarnsofapotentialbacklashasconsumersgrowevermoresuspiciousofcompaniesrsquosustainabilitypromotionefforts6Thismaybeaparticularlyrelevantconcernforthehospital-ityindustryWhenthinkingaboutthehospitalityindustryanumberofthingscometomindincludingindulgenceluxuryconvenienceandsimplyhavingfunNoneoftheseconceptsonemightarguearecloselyrelatedwiththeconceptofre-sponsibility(environmentalorotherwise)Whenindividualsencounterinformationthatisinconsistentwiththeirpreviousconceptionsitwarrantsadditionalattentionandconsider-ation7Thuswhenahospitalityorganizationpositionsitselfasbeinggreenconsumersrsquosuspicionsmayberaisedevenmorethanwithaconsumerpackagegoodscompany
OnemightsuspectthatinadditiontoindustrythesizeofthecompanyalsomattersArecentGalluppollfound67percentofAmericansdissatisfiedwiththesizeandinfluenceofmajorcorporationsinthecountrytodaythehighestlevelsinceGallupfirstaskedthisquestionin20018ThisisperhapsnotsurprisingInrecentyearslargecorporationshavereceivedalargeamountofnegativepressCorporategreedandquestionableethicsarecommonlyofferedasthecauseofeverythingfromthedownturnintheeconomytoenviron-mentaldisastersItishoweverstillpossibletobealdquogreengiantrdquoLargecompaniessuchasWholeFoodsGoogleIkeaMicrosoftandSCJohnsonmadethetoptenina2010surveyevaluatingconsumerperceptionsofbrandgreenness9
ThestudiespresentedhereusethetermldquolargerdquotodenoteaparticulartypeofhospitalityorganizationThisrathervaguetermraisesthequestionofwhatwemeanbylargeInthequalitativestudysuspicionssurroundingsustainablehos-pitalityweremostoftenmentionedinthecontextofglobalhospitalitybrandsthathaveexistedfordecadesandforwhichenvironmentalfriendlinesshasnotheretoforebeenacore
6 wwwcarbontrustcouk(2011)ldquoOnly7ofthePublicBelieveCompanyClaimsofActiononClimateChangerdquo(asviewedApril42011)7JoanMeyers-LevyandAliceMTyboutldquoSchemaCongruityasaBasisforProductEvaluationrdquoJournal of Consumer ResearchVol16June1989pp39ndash548 LydiaSaadldquoInUSMajorityStillWantsLessCorporateInfluencerdquoGallupPollhttpwwwgallupcompoll145871majority-wants-less-corporate-influenceaspx(viewedApril42011)92010ImagePowerregGreenBrandsSurveywppcom2011Thecompletelistwas(indescendingorder)BurtrsquosBeesWholeFoodsMarketTomrsquosofMaineTraderJoersquosGoogleAveenoSCJohnsonPublixMicrosoftandIkea
competencyAlsothesebrandstendedtobemid-marketbrandsratherthanthosethatoccupythehighendorlux-urymarketInkeepingwiththeinsightsgainedfromtheexploratorystudystudies2and3examinedbrandsthatfitthisdescription(thatislargewell-knownmid-marketbrands)Insummarythisreportusesthetermldquolargerdquotodescribeacorporateentitywithawellestablishedbrandidentitythatdoesnotnecessarilyhavestrongassociationswithpro-environmentalpractices
Study1ExploratoryZMETInterviewsThefindingspresentedhereasStudy1aretheresultofaCornellUniversitymarketingresearchclassprojectForthisprojectstudentsreceivedtrainingintheZaltmanMet-aphorElicitationTechnique(ZMET)anin-depthinter-viewtechniqueinvolvinganumberofstepsdesignedtotapintoareasoftheconsumerrsquosconsciousnotaccessibleviatraditionalmarketingresearchmethods10AkeypremiseofZMETsupportedbyresearchincognitivepsychologyisthatimagesarethefundamentalbuildingblocksofourthoughts11Thusmuchoftheinteractionbetweenthere-searcherandparticipantduringaZMETinterviewconsistsofdiscussingacollectionof12to15picturesassembledbytheparticipantpriortotheinterviewPicturesareselectedbytheparticipantsbasedontheextenttowhichtheyrep-resenttheparticipantrsquoskeythoughtsandfeelingsregardingtheresearchquestionInthiscasetheresearchquestionposedtoparticipantswasldquoWhatareyourthoughtsandfeelingsregardingsustainablehospitalityrdquo
Eachofthe50studentsintheclassinterviewedoneotherstudentThisinterviewwasrecordedandtranscribedEachstudentthenconductedaldquogroundedtheoryrdquoanalysisoftheirtranscriptGroundedtheoryreferstoldquoinsightsgarneredfromdatasystematicallygatheredandanalyzedrdquo12Inthisempiricalanalysiseachlineoftheinterviewtran-scriptisexamined(iecoded)withthegoalofidentifyingrecurringthemesTheresultingcodesfromalltranscriptsarethencombinedandfurtherdistilledintocodefami-lieswhicharethenintegratedintoaconceptualmapthatdetailsthelinkagesbetweenthevariousconcepts13TheresultsaretheproductofahighlymethodicalprocessofdocumentingandanalyzingasetofquantifiabledataForthefinalstepthestudentswereplacedingroupsofsix
10ForadescriptionseeGeraldZaltmanandRobinHigieCoulterldquoSeeingtheVoiceoftheCustomerMetaphor-BasedAdvertisingRe-searchrdquoJournal of Advertising ResearchVol35No4(1995)pp35-5111RaymondWGibbsldquoCategorizationandMetaphorUnderstandingrdquoPsychological ReviewVol99No3(1992)pp572-57712 AnselmStraussandJulietCorbinBasics of Qualitative Research Techniques and Procedures for Developing Grounded Theory2nded(ThousandOaksCASage1998)13ForadetaileddescriptionseeIbid
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
The Executive Path Hospitality Leadership Through Learning
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Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 5
exeCuTive suMMAry
This report presents three studies suggesting that when a large restaurant or hotel companyannouncestheadoptionofgreenpracticeconsumersmayreactincontraryfashionanddecreasetheirevaluationof thatcompanyFirstan in-depth interviewprojectamongstudentsat theSchool of Hotel Administration suggests that individuals are deeply skeptical when large
corporations and chains promote their sustainability initiatives as compared to small independentoperatorsSeekingcircumstancesinwhichalargecompanycouldgainsustainabilitycredibilitytwofollow-upexperimentsfurtherexaminetheinteractionofarestaurantchainrsquosgreenpracticeadoptionandthepresenceorabsenceofasmallhighlycrediblecompetitorTheresults indicate that in theabsenceofacrediblecompetitorconsumersrsquolikingofalargehospitalitycompanymayactuallydecreasewhen the company announces the adoption of a green practice (eg organic or locally sourcedingredients)IronicallytheninmarketswherethereisnocrediblygreencompetitorlargecorporationsmaybebetteroffnotpromotingtheirsustainabilityinitiativesTheoppositeistruehoweverwhenconsumers are aware of credible independent firms involved in green practices Under thesecircumstancesevaluationsofalargecompanyareimprovedInitiallywehypothesizedthatthelargecompanywouldneedtoimitatethecompetitorrsquosprogramtoreversethegreenbacklasheffectHowevertheresultsofasurveyofanationwidepanelofconsumerssuggeststhatareversalofthegreenbacklashcanoccurevenifthelargecompanyisengagedinadifferentgreenactivityThekeymechanismwascredibilityortrustworthinessofthecompanywithregardtothegreenpractice
6 TheCenterforHospitalityResearchbullCornellUniversity
Cornell hosPiTAliTy rePorT
The hospitality industry has wholeheartedly taken up the banner of sustainabilityRestaurants are promoting their use of locally sourced organic ingredients hotelsannounce reductions in their carbon footprint ski areas are installing wind poweredchairliftsandindustryleadersarediscussinghowtoestablishstandardsforsustainability1
ThisapparententhusiasmforallthingsgreenhaswellfoundedreasonsFromanoperationsstandpointsimplepracticessuchasswitchingtocompactfluorescentlightbulbsandstartinglinenre-useprogramshave resulted in substantial savingsmdashboth in termsof costs andnatural resources2With regard tohumanresourcesrecentresearchsuggeststhatemployeesworkingatanorganizationcommittedtosustainabilitymayexperiencegreaterjobsatisfaction3Fromasalesperspectiveotherrecentresearchsuggeststhatindividualsarewillingtopaymoreforhospitalityservicesthatincorporategreenfeatures4IndeedaLEEDcertificationisacentralcomponentofsomehotelsrsquomarketingstrategy5Lastbutnotleastbeingabiteasierontheplanetjustseemsliketherightthingtodo
1GlennWithiamldquoTheChallengeofHotelandRestaurantSustainabilityFindingProfitinlsquoBeingGreenrsquordquoCornell Hospitality Roundtable and Confer-ence ProceedingsVol3No2(2011)CornellCenterforHospitalityResearch2AlexMSusskindandRohitVermaldquoHotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesrdquoCornell Hospitality ReportsVol11No6(2011)3 CassandraWalshandAdamJSulkowskildquoAGreenerCompanyMakesforHappierEmployeesMoreSoThanDoesaMoreValuableOneARegres-sionAnalysisofEmployeeSatisfactionPerceivedEnvironmentalPerformanceandFirmFinancialValuerdquoInterdisciplinary Environmental ReviewVol11No4(2010)pp274-824SusskindandVermaopcit5 HerveacuteHoudreacuteldquoSustainableHospitalitycopySustainableDevelopmentintheHotelIndustryrdquoCornell Hospitality Industry Perspectives Vol1No3 (August2008)
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 7
Itisnotsurprisingthathospitalitycompaniesshouldwanttoinformconsumersabouttheirsustainabilityinitia-tivesUnfortunatelythepromotionofgreeninnovationshascausedconsumerstosuspectcompaniesofexaggeratingtheenvironmentalfriendlinessoftheirpracticesSomefirmsarethoughttooverpromotetheirsustainabilityapracticeknownasgreenwashingArecentsurveybytheCarbonTrustwarnsofapotentialbacklashasconsumersgrowevermoresuspiciousofcompaniesrsquosustainabilitypromotionefforts6Thismaybeaparticularlyrelevantconcernforthehospital-ityindustryWhenthinkingaboutthehospitalityindustryanumberofthingscometomindincludingindulgenceluxuryconvenienceandsimplyhavingfunNoneoftheseconceptsonemightarguearecloselyrelatedwiththeconceptofre-sponsibility(environmentalorotherwise)Whenindividualsencounterinformationthatisinconsistentwiththeirpreviousconceptionsitwarrantsadditionalattentionandconsider-ation7Thuswhenahospitalityorganizationpositionsitselfasbeinggreenconsumersrsquosuspicionsmayberaisedevenmorethanwithaconsumerpackagegoodscompany
OnemightsuspectthatinadditiontoindustrythesizeofthecompanyalsomattersArecentGalluppollfound67percentofAmericansdissatisfiedwiththesizeandinfluenceofmajorcorporationsinthecountrytodaythehighestlevelsinceGallupfirstaskedthisquestionin20018ThisisperhapsnotsurprisingInrecentyearslargecorporationshavereceivedalargeamountofnegativepressCorporategreedandquestionableethicsarecommonlyofferedasthecauseofeverythingfromthedownturnintheeconomytoenviron-mentaldisastersItishoweverstillpossibletobealdquogreengiantrdquoLargecompaniessuchasWholeFoodsGoogleIkeaMicrosoftandSCJohnsonmadethetoptenina2010surveyevaluatingconsumerperceptionsofbrandgreenness9
ThestudiespresentedhereusethetermldquolargerdquotodenoteaparticulartypeofhospitalityorganizationThisrathervaguetermraisesthequestionofwhatwemeanbylargeInthequalitativestudysuspicionssurroundingsustainablehos-pitalityweremostoftenmentionedinthecontextofglobalhospitalitybrandsthathaveexistedfordecadesandforwhichenvironmentalfriendlinesshasnotheretoforebeenacore
6 wwwcarbontrustcouk(2011)ldquoOnly7ofthePublicBelieveCompanyClaimsofActiononClimateChangerdquo(asviewedApril42011)7JoanMeyers-LevyandAliceMTyboutldquoSchemaCongruityasaBasisforProductEvaluationrdquoJournal of Consumer ResearchVol16June1989pp39ndash548 LydiaSaadldquoInUSMajorityStillWantsLessCorporateInfluencerdquoGallupPollhttpwwwgallupcompoll145871majority-wants-less-corporate-influenceaspx(viewedApril42011)92010ImagePowerregGreenBrandsSurveywppcom2011Thecompletelistwas(indescendingorder)BurtrsquosBeesWholeFoodsMarketTomrsquosofMaineTraderJoersquosGoogleAveenoSCJohnsonPublixMicrosoftandIkea
competencyAlsothesebrandstendedtobemid-marketbrandsratherthanthosethatoccupythehighendorlux-urymarketInkeepingwiththeinsightsgainedfromtheexploratorystudystudies2and3examinedbrandsthatfitthisdescription(thatislargewell-knownmid-marketbrands)Insummarythisreportusesthetermldquolargerdquotodescribeacorporateentitywithawellestablishedbrandidentitythatdoesnotnecessarilyhavestrongassociationswithpro-environmentalpractices
Study1ExploratoryZMETInterviewsThefindingspresentedhereasStudy1aretheresultofaCornellUniversitymarketingresearchclassprojectForthisprojectstudentsreceivedtrainingintheZaltmanMet-aphorElicitationTechnique(ZMET)anin-depthinter-viewtechniqueinvolvinganumberofstepsdesignedtotapintoareasoftheconsumerrsquosconsciousnotaccessibleviatraditionalmarketingresearchmethods10AkeypremiseofZMETsupportedbyresearchincognitivepsychologyisthatimagesarethefundamentalbuildingblocksofourthoughts11Thusmuchoftheinteractionbetweenthere-searcherandparticipantduringaZMETinterviewconsistsofdiscussingacollectionof12to15picturesassembledbytheparticipantpriortotheinterviewPicturesareselectedbytheparticipantsbasedontheextenttowhichtheyrep-resenttheparticipantrsquoskeythoughtsandfeelingsregardingtheresearchquestionInthiscasetheresearchquestionposedtoparticipantswasldquoWhatareyourthoughtsandfeelingsregardingsustainablehospitalityrdquo
Eachofthe50studentsintheclassinterviewedoneotherstudentThisinterviewwasrecordedandtranscribedEachstudentthenconductedaldquogroundedtheoryrdquoanalysisoftheirtranscriptGroundedtheoryreferstoldquoinsightsgarneredfromdatasystematicallygatheredandanalyzedrdquo12Inthisempiricalanalysiseachlineoftheinterviewtran-scriptisexamined(iecoded)withthegoalofidentifyingrecurringthemesTheresultingcodesfromalltranscriptsarethencombinedandfurtherdistilledintocodefami-lieswhicharethenintegratedintoaconceptualmapthatdetailsthelinkagesbetweenthevariousconcepts13TheresultsaretheproductofahighlymethodicalprocessofdocumentingandanalyzingasetofquantifiabledataForthefinalstepthestudentswereplacedingroupsofsix
10ForadescriptionseeGeraldZaltmanandRobinHigieCoulterldquoSeeingtheVoiceoftheCustomerMetaphor-BasedAdvertisingRe-searchrdquoJournal of Advertising ResearchVol35No4(1995)pp35-5111RaymondWGibbsldquoCategorizationandMetaphorUnderstandingrdquoPsychological ReviewVol99No3(1992)pp572-57712 AnselmStraussandJulietCorbinBasics of Qualitative Research Techniques and Procedures for Developing Grounded Theory2nded(ThousandOaksCASage1998)13ForadetaileddescriptionseeIbid
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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Vol11No3Compendium2011
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2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
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2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
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2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
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Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
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2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
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Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
6 TheCenterforHospitalityResearchbullCornellUniversity
Cornell hosPiTAliTy rePorT
The hospitality industry has wholeheartedly taken up the banner of sustainabilityRestaurants are promoting their use of locally sourced organic ingredients hotelsannounce reductions in their carbon footprint ski areas are installing wind poweredchairliftsandindustryleadersarediscussinghowtoestablishstandardsforsustainability1
ThisapparententhusiasmforallthingsgreenhaswellfoundedreasonsFromanoperationsstandpointsimplepracticessuchasswitchingtocompactfluorescentlightbulbsandstartinglinenre-useprogramshave resulted in substantial savingsmdashboth in termsof costs andnatural resources2With regard tohumanresourcesrecentresearchsuggeststhatemployeesworkingatanorganizationcommittedtosustainabilitymayexperiencegreaterjobsatisfaction3Fromasalesperspectiveotherrecentresearchsuggeststhatindividualsarewillingtopaymoreforhospitalityservicesthatincorporategreenfeatures4IndeedaLEEDcertificationisacentralcomponentofsomehotelsrsquomarketingstrategy5Lastbutnotleastbeingabiteasierontheplanetjustseemsliketherightthingtodo
1GlennWithiamldquoTheChallengeofHotelandRestaurantSustainabilityFindingProfitinlsquoBeingGreenrsquordquoCornell Hospitality Roundtable and Confer-ence ProceedingsVol3No2(2011)CornellCenterforHospitalityResearch2AlexMSusskindandRohitVermaldquoHotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesrdquoCornell Hospitality ReportsVol11No6(2011)3 CassandraWalshandAdamJSulkowskildquoAGreenerCompanyMakesforHappierEmployeesMoreSoThanDoesaMoreValuableOneARegres-sionAnalysisofEmployeeSatisfactionPerceivedEnvironmentalPerformanceandFirmFinancialValuerdquoInterdisciplinary Environmental ReviewVol11No4(2010)pp274-824SusskindandVermaopcit5 HerveacuteHoudreacuteldquoSustainableHospitalitycopySustainableDevelopmentintheHotelIndustryrdquoCornell Hospitality Industry Perspectives Vol1No3 (August2008)
Reversing the Green Backlash
WhyLargeHospitalityCompaniesShouldWelcomeldquoCrediblyGreenrdquoCompetitors
byMichaelGiebelhausenandHaeEunHelenChun
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 7
Itisnotsurprisingthathospitalitycompaniesshouldwanttoinformconsumersabouttheirsustainabilityinitia-tivesUnfortunatelythepromotionofgreeninnovationshascausedconsumerstosuspectcompaniesofexaggeratingtheenvironmentalfriendlinessoftheirpracticesSomefirmsarethoughttooverpromotetheirsustainabilityapracticeknownasgreenwashingArecentsurveybytheCarbonTrustwarnsofapotentialbacklashasconsumersgrowevermoresuspiciousofcompaniesrsquosustainabilitypromotionefforts6Thismaybeaparticularlyrelevantconcernforthehospital-ityindustryWhenthinkingaboutthehospitalityindustryanumberofthingscometomindincludingindulgenceluxuryconvenienceandsimplyhavingfunNoneoftheseconceptsonemightarguearecloselyrelatedwiththeconceptofre-sponsibility(environmentalorotherwise)Whenindividualsencounterinformationthatisinconsistentwiththeirpreviousconceptionsitwarrantsadditionalattentionandconsider-ation7Thuswhenahospitalityorganizationpositionsitselfasbeinggreenconsumersrsquosuspicionsmayberaisedevenmorethanwithaconsumerpackagegoodscompany
OnemightsuspectthatinadditiontoindustrythesizeofthecompanyalsomattersArecentGalluppollfound67percentofAmericansdissatisfiedwiththesizeandinfluenceofmajorcorporationsinthecountrytodaythehighestlevelsinceGallupfirstaskedthisquestionin20018ThisisperhapsnotsurprisingInrecentyearslargecorporationshavereceivedalargeamountofnegativepressCorporategreedandquestionableethicsarecommonlyofferedasthecauseofeverythingfromthedownturnintheeconomytoenviron-mentaldisastersItishoweverstillpossibletobealdquogreengiantrdquoLargecompaniessuchasWholeFoodsGoogleIkeaMicrosoftandSCJohnsonmadethetoptenina2010surveyevaluatingconsumerperceptionsofbrandgreenness9
ThestudiespresentedhereusethetermldquolargerdquotodenoteaparticulartypeofhospitalityorganizationThisrathervaguetermraisesthequestionofwhatwemeanbylargeInthequalitativestudysuspicionssurroundingsustainablehos-pitalityweremostoftenmentionedinthecontextofglobalhospitalitybrandsthathaveexistedfordecadesandforwhichenvironmentalfriendlinesshasnotheretoforebeenacore
6 wwwcarbontrustcouk(2011)ldquoOnly7ofthePublicBelieveCompanyClaimsofActiononClimateChangerdquo(asviewedApril42011)7JoanMeyers-LevyandAliceMTyboutldquoSchemaCongruityasaBasisforProductEvaluationrdquoJournal of Consumer ResearchVol16June1989pp39ndash548 LydiaSaadldquoInUSMajorityStillWantsLessCorporateInfluencerdquoGallupPollhttpwwwgallupcompoll145871majority-wants-less-corporate-influenceaspx(viewedApril42011)92010ImagePowerregGreenBrandsSurveywppcom2011Thecompletelistwas(indescendingorder)BurtrsquosBeesWholeFoodsMarketTomrsquosofMaineTraderJoersquosGoogleAveenoSCJohnsonPublixMicrosoftandIkea
competencyAlsothesebrandstendedtobemid-marketbrandsratherthanthosethatoccupythehighendorlux-urymarketInkeepingwiththeinsightsgainedfromtheexploratorystudystudies2and3examinedbrandsthatfitthisdescription(thatislargewell-knownmid-marketbrands)Insummarythisreportusesthetermldquolargerdquotodescribeacorporateentitywithawellestablishedbrandidentitythatdoesnotnecessarilyhavestrongassociationswithpro-environmentalpractices
Study1ExploratoryZMETInterviewsThefindingspresentedhereasStudy1aretheresultofaCornellUniversitymarketingresearchclassprojectForthisprojectstudentsreceivedtrainingintheZaltmanMet-aphorElicitationTechnique(ZMET)anin-depthinter-viewtechniqueinvolvinganumberofstepsdesignedtotapintoareasoftheconsumerrsquosconsciousnotaccessibleviatraditionalmarketingresearchmethods10AkeypremiseofZMETsupportedbyresearchincognitivepsychologyisthatimagesarethefundamentalbuildingblocksofourthoughts11Thusmuchoftheinteractionbetweenthere-searcherandparticipantduringaZMETinterviewconsistsofdiscussingacollectionof12to15picturesassembledbytheparticipantpriortotheinterviewPicturesareselectedbytheparticipantsbasedontheextenttowhichtheyrep-resenttheparticipantrsquoskeythoughtsandfeelingsregardingtheresearchquestionInthiscasetheresearchquestionposedtoparticipantswasldquoWhatareyourthoughtsandfeelingsregardingsustainablehospitalityrdquo
Eachofthe50studentsintheclassinterviewedoneotherstudentThisinterviewwasrecordedandtranscribedEachstudentthenconductedaldquogroundedtheoryrdquoanalysisoftheirtranscriptGroundedtheoryreferstoldquoinsightsgarneredfromdatasystematicallygatheredandanalyzedrdquo12Inthisempiricalanalysiseachlineoftheinterviewtran-scriptisexamined(iecoded)withthegoalofidentifyingrecurringthemesTheresultingcodesfromalltranscriptsarethencombinedandfurtherdistilledintocodefami-lieswhicharethenintegratedintoaconceptualmapthatdetailsthelinkagesbetweenthevariousconcepts13TheresultsaretheproductofahighlymethodicalprocessofdocumentingandanalyzingasetofquantifiabledataForthefinalstepthestudentswereplacedingroupsofsix
10ForadescriptionseeGeraldZaltmanandRobinHigieCoulterldquoSeeingtheVoiceoftheCustomerMetaphor-BasedAdvertisingRe-searchrdquoJournal of Advertising ResearchVol35No4(1995)pp35-5111RaymondWGibbsldquoCategorizationandMetaphorUnderstandingrdquoPsychological ReviewVol99No3(1992)pp572-57712 AnselmStraussandJulietCorbinBasics of Qualitative Research Techniques and Procedures for Developing Grounded Theory2nded(ThousandOaksCASage1998)13ForadetaileddescriptionseeIbid
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 7
Itisnotsurprisingthathospitalitycompaniesshouldwanttoinformconsumersabouttheirsustainabilityinitia-tivesUnfortunatelythepromotionofgreeninnovationshascausedconsumerstosuspectcompaniesofexaggeratingtheenvironmentalfriendlinessoftheirpracticesSomefirmsarethoughttooverpromotetheirsustainabilityapracticeknownasgreenwashingArecentsurveybytheCarbonTrustwarnsofapotentialbacklashasconsumersgrowevermoresuspiciousofcompaniesrsquosustainabilitypromotionefforts6Thismaybeaparticularlyrelevantconcernforthehospital-ityindustryWhenthinkingaboutthehospitalityindustryanumberofthingscometomindincludingindulgenceluxuryconvenienceandsimplyhavingfunNoneoftheseconceptsonemightarguearecloselyrelatedwiththeconceptofre-sponsibility(environmentalorotherwise)Whenindividualsencounterinformationthatisinconsistentwiththeirpreviousconceptionsitwarrantsadditionalattentionandconsider-ation7Thuswhenahospitalityorganizationpositionsitselfasbeinggreenconsumersrsquosuspicionsmayberaisedevenmorethanwithaconsumerpackagegoodscompany
OnemightsuspectthatinadditiontoindustrythesizeofthecompanyalsomattersArecentGalluppollfound67percentofAmericansdissatisfiedwiththesizeandinfluenceofmajorcorporationsinthecountrytodaythehighestlevelsinceGallupfirstaskedthisquestionin20018ThisisperhapsnotsurprisingInrecentyearslargecorporationshavereceivedalargeamountofnegativepressCorporategreedandquestionableethicsarecommonlyofferedasthecauseofeverythingfromthedownturnintheeconomytoenviron-mentaldisastersItishoweverstillpossibletobealdquogreengiantrdquoLargecompaniessuchasWholeFoodsGoogleIkeaMicrosoftandSCJohnsonmadethetoptenina2010surveyevaluatingconsumerperceptionsofbrandgreenness9
ThestudiespresentedhereusethetermldquolargerdquotodenoteaparticulartypeofhospitalityorganizationThisrathervaguetermraisesthequestionofwhatwemeanbylargeInthequalitativestudysuspicionssurroundingsustainablehos-pitalityweremostoftenmentionedinthecontextofglobalhospitalitybrandsthathaveexistedfordecadesandforwhichenvironmentalfriendlinesshasnotheretoforebeenacore
6 wwwcarbontrustcouk(2011)ldquoOnly7ofthePublicBelieveCompanyClaimsofActiononClimateChangerdquo(asviewedApril42011)7JoanMeyers-LevyandAliceMTyboutldquoSchemaCongruityasaBasisforProductEvaluationrdquoJournal of Consumer ResearchVol16June1989pp39ndash548 LydiaSaadldquoInUSMajorityStillWantsLessCorporateInfluencerdquoGallupPollhttpwwwgallupcompoll145871majority-wants-less-corporate-influenceaspx(viewedApril42011)92010ImagePowerregGreenBrandsSurveywppcom2011Thecompletelistwas(indescendingorder)BurtrsquosBeesWholeFoodsMarketTomrsquosofMaineTraderJoersquosGoogleAveenoSCJohnsonPublixMicrosoftandIkea
competencyAlsothesebrandstendedtobemid-marketbrandsratherthanthosethatoccupythehighendorlux-urymarketInkeepingwiththeinsightsgainedfromtheexploratorystudystudies2and3examinedbrandsthatfitthisdescription(thatislargewell-knownmid-marketbrands)Insummarythisreportusesthetermldquolargerdquotodescribeacorporateentitywithawellestablishedbrandidentitythatdoesnotnecessarilyhavestrongassociationswithpro-environmentalpractices
Study1ExploratoryZMETInterviewsThefindingspresentedhereasStudy1aretheresultofaCornellUniversitymarketingresearchclassprojectForthisprojectstudentsreceivedtrainingintheZaltmanMet-aphorElicitationTechnique(ZMET)anin-depthinter-viewtechniqueinvolvinganumberofstepsdesignedtotapintoareasoftheconsumerrsquosconsciousnotaccessibleviatraditionalmarketingresearchmethods10AkeypremiseofZMETsupportedbyresearchincognitivepsychologyisthatimagesarethefundamentalbuildingblocksofourthoughts11Thusmuchoftheinteractionbetweenthere-searcherandparticipantduringaZMETinterviewconsistsofdiscussingacollectionof12to15picturesassembledbytheparticipantpriortotheinterviewPicturesareselectedbytheparticipantsbasedontheextenttowhichtheyrep-resenttheparticipantrsquoskeythoughtsandfeelingsregardingtheresearchquestionInthiscasetheresearchquestionposedtoparticipantswasldquoWhatareyourthoughtsandfeelingsregardingsustainablehospitalityrdquo
Eachofthe50studentsintheclassinterviewedoneotherstudentThisinterviewwasrecordedandtranscribedEachstudentthenconductedaldquogroundedtheoryrdquoanalysisoftheirtranscriptGroundedtheoryreferstoldquoinsightsgarneredfromdatasystematicallygatheredandanalyzedrdquo12Inthisempiricalanalysiseachlineoftheinterviewtran-scriptisexamined(iecoded)withthegoalofidentifyingrecurringthemesTheresultingcodesfromalltranscriptsarethencombinedandfurtherdistilledintocodefami-lieswhicharethenintegratedintoaconceptualmapthatdetailsthelinkagesbetweenthevariousconcepts13TheresultsaretheproductofahighlymethodicalprocessofdocumentingandanalyzingasetofquantifiabledataForthefinalstepthestudentswereplacedingroupsofsix
10ForadescriptionseeGeraldZaltmanandRobinHigieCoulterldquoSeeingtheVoiceoftheCustomerMetaphor-BasedAdvertisingRe-searchrdquoJournal of Advertising ResearchVol35No4(1995)pp35-5111RaymondWGibbsldquoCategorizationandMetaphorUnderstandingrdquoPsychological ReviewVol99No3(1992)pp572-57712 AnselmStraussandJulietCorbinBasics of Qualitative Research Techniques and Procedures for Developing Grounded Theory2nded(ThousandOaksCASage1998)13ForadetaileddescriptionseeIbid
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
8 TheCenterforHospitalityResearchbullCornellUniversity
orsevenwheretheycomparedtheirindividualmapsandlookedforcommonthemesThestudentresearcherspre-sentedthemostimportantthemestogetherwithasupport-ingquoteandtherelatedimagetotheclassandtoseveralindustryprofessionals
KeyFindingsAmongtheinsightsgeneratedbythisprojectwasthatsevenoftheeightgroupsidentifieddistrustofenvironmentalclaimstobeafundamentalthemeHoweverunliketheCarbonTrustsurveypresentedaboveitappearedthatthe
studentsrsquodistrustwaslessabouttheinitiativesthemselvesandmoreaboutthemotivationdrivingthecompanytopur-suethoseinitiativesIllustrativequotesandcorrespondingpicturesfromthegroupsrsquopresentationarefoundinExhibit1Asshownatypicalquotewentsomethinglikethis
ldquoSometimesIcanrsquothelpbutthinksomanyofthesecompanieswhohavethiswholegreeninitiativelikeiftheyreallycareabouttheenvironmentortheyrsquorereallyjusttryingtolookgoodsotheycanmakemoremoneyrdquo
Exhibit 1
images and quotes from the ZMeT project exploring perceptions of sustainable hospitality
ldquoI question whether or not they actually want to help the environment because I feel with hotel companies itrsquos all about the bottom linerdquo
ldquoSometimes I canrsquot help but think so many of these companies who have this whole green initiative like if they really care about the environment or theyrsquore really just trying to look good so they can make more moneyrdquo
ldquoI disapprove of them having such power because I just think that big companiesdo whatever they wanthellipmaybe take away opportunities from other people because they just have so much money and that money gives them power to do kind of what they want to dordquo
ldquoI guess I feel like theyrsquore being hypocritical I guess it doesnrsquot make me feel too good I feel like people need to or companies need to look at what theyrsquore doing and make sure theyrsquore not conflicting their idealsrdquo
ldquoYoursquore being poseurs just because everyone else is trying to be green yoursquore trying to be green but what have you done I guess it all comes back to the whole is this really something that is a trend that everyone wants to do or is this just something McDonaldrsquos is doing because it looks goodrdquo
Note ZMET interview participants selected the images shown to depict their feelings and to provide a basis for further discussion
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
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Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
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Vol11No3Compendium2011
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2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
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Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 9
WhileitwasnotalwaysexplicitlystateditappearedthatldquolargerdquocompaniesweretheprimarytargetofthisdistrustTheconceptofldquogreenrdquowasmoreassociatedwithbeingindependentoroutsideofthemainstreamImagesof
ldquohippiesrdquowerelinkedtotheideaofsustainabilitybyoneoutoffiveparticipantsGreencredibilityitwouldappearisonlyaccessibletosmallindependenthospitalitycompanies
ldquoIdisapproveof[bigcompanies]havingsuchpowerbecauseIjustthinkthatbigcompaniesdowhatevertheywanthellipmaybetakeawayop-portunitiesfromotherpeoplebecausetheyjusthavesomuchmoneyandthatmoneygivesthempowertodokindofwhattheywanttodordquo
AnotherthemeidentifiedbysixoftheeightgroupswasconfusionregardingthesustainabilityinitiativesthemselvesManymentionedtheneedforthird-partycertificationsofgreenactivities(thoughsomeindicateddistrustregardingcertificationbodies)OthersmentionedtheneedformoreeducationregardingsustainabilityThisuncertaintywasnotonlyinreferencetothepracticeitselfbutalsotoitseffectontheguestexperience
DiscussionThefindingsofthisprojectareconsistentwiththoseofotherrecentstudiesbuttheseresultsmayprovidesomeadditionalinsightsItwouldseemthattheparticipantsinthisstudyhavewellformed(negative)opinionsoflargecorporationsbutareunsureaboutwhatactivitiesaretrulygreenandhavesubstantialconsequencesfortheenvironmentThuswhenlargecompaniesannounceasustainabilityinitiativeitseemscrucialthattheyneedtoconveythecredibilityoftheirgreenpracticesaswellItisalsoworthnotingthattheseresultsaresomewhatsurprisinggiventhisparticipantgroupOnewouldthinkthatcollegestudentswouldgenerallybemoreeducatedaboutsustainabilityandwouldfavoranycompanywithgreenpracticesByallaccountsthisstudywasbiasedinfavorofsustainabilityThefactthatsomanyrespondentsexpressedadeepsuspicionoflargecompaniesrsquosustainabilityinitiativesandareluctancetopurchasegreenproductsmayindicateagreenmarketingbacklashStudies2and3aredesignedtofurtherexaminewhetherpromotinggreenprac-ticesmightdecreaseevaluationsofacompanyandwhethercopyingacrediblygreencompetitormightreversethiseffect
Study2LocallySourcedIngredientsTheresultsofStudy1indicatedthatsustainabilityinitiativesbysmallcompaniesareviewedascrediblewhilethosebybigcompaniesarenotInterestinglyrecentresearchbyWilsonRobinsonandDarkehasdemonstratedthatalargecompanycanbolsteritsgreencredibilitythroughthefriendlyacquisi-tionofacrediblygreencompetitor(egColgate-Palmolive
The fact that so many respondents expressed
skepticism of large companiesrsquo sustainability initiatives may indicate a green marketing
backlash
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
10 TheCenterforHospitalityResearchbullCornellUniversity
purchasingTomrsquosofMaine)14Noteverylargecompanyhastheabilityordesiretopurchaseacompetitormdashoranestab-lishedgreenbrandmdashsimplytoimprovetheirimageHoweverperhapsitispossibleforalargecompanytogeneratethesameeffectbyaligningoneselfwithacrediblecompetitorinanotherwayevenbysimplyimitatingthatcompetitorrsquospracticesStudy2wasdesignedtotestundercontrolledcon-ditionswhetheralargerestaurantchainrsquospromotionofasus-tainabilityinitiativewouldincuragreenbacklashAnequallyimportantobjectivewastodeterminewhetherthisbacklasheffectwouldoccurwhenthelargecompanyrsquossustainabilityinitiativewassimilartothatofacrediblygreencompetitorWesummarizethesetwoideasinthefollowinghypotheses
H1Intheabsenceofacrediblygreencompeti-tortherewillbeanegativeeffectofpromotingagreenpracticeonevaluationsofalargecompany
H2Thepresenceofacrediblygreencompeti-torwithasimilarpracticewillreducethegreenbacklasheffectdescribedinH1
MethodWeconductedanon-lineexperimentwith189undergradu-atestudentstotestthesetwohypothesesThestudentsparticipatedintheexperimentinexchangeforcourseextracreditGuidedbythecriteriadiscussedaboveweselectedRedLobsterastheldquolargerdquocompanybrandTheexperimentconsistedofa2x2betweensubjectdesignRedLobsterrsquosgreenpracticewasnotmentionedorRedLobsterannouncesalocallysourcedingredientcrossedwithacrediblygreencompetitorisabsentorispresentRespondentswereran-domlyassignedtooneofthefourresultingconditions
Weaskedrespondentstoimaginethattheyhadexpe-riencedoneofthefourscenarioscorrespondingtotheex-perimentalconditionsThecontextofthisstudywasaspringbreaktriptoStAugustineFloridaWeaskedthemtoimag-inethattheydecidedtolookforaseafoodrestaurantwhilewaitingfortheirfriendswhowouldbearrivinginthreehoursAstheyweredrivingtheyencounteredabillboardforRedLobsterwhichdepictedtheRedLobsterlogoapictureofapieanddirectionstotherestaurantFortheone-halfoftheparticipants(inthelocallysourcedingredientcondition)thebillboardreadldquoNowservingpiemadefromlocallygrownFloridakeylimesrdquoFortheotherhalf(nogreenpracticecondition)thebillboardsloganreadldquoNowservinganexpandedselectionofdessertsrdquoAdditionallyhalfoftheparticipantsalsoexperiencedtheldquocompetitorpresentrdquocondi-
14AndrewWilsonStaceyRobinsonandPeterDarkeldquoWhenDoesGreenwashingWorkConsumerPerceptionsofCorporateParentandCorporateSocietalMarketingFirmAffiliationrdquopresentedat2009As-sociationforConsumerResearchNorthAmericanConferencePittsburghPennsylvania
When large companies announce a sustainability initiative it seems crucial that they also need to convey the credibility of their green practices
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
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Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
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Vol11No3Compendium2011
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Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
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Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
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Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
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Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
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Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
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No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
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Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 11
topositive)Theseitemswereaveragedtoformacompositemeasureofbrandevaluations(α =98)Nextwemeasuredindividualdifferencesintheiroverallapproachtosustain-ableorgreenbehaviorbyaskingrespondentstoindicatetheextenttowhichtheyagreewiththefollowingfourstatements(againona9-pointscalewhere1=completelydisagree9=completelyagree)ldquoIwouldbewillingtopaymoreforfoodproducedinanenvironmentallysustainable
tionandwereshownabillboardforasmallcompetitorwithacrediblygreenpracticereadingldquoOver80ofourseafoodissustainablysourcedfromlocalFloridafishermenrdquoThoseassignedtothecompetitorabsentconditionsawnosecondbillboardExhibit2showsthebillboards
ParticipantswerethenaskedtoindicatetheiroverallevaluationsofRedLobsterusingthree9-pointevaluationscales(disliketolikeunfavorabletofavorableandnegative
Exhibit 2
study 2 scenario example
Get yourself in a spring break state of mind and imagine that you actually experienced the following scenarioYour friends talked you into joining them on a trip to St Augustine Florida over spring break One of your friends has access to a family vacation home in St Augustine and you were able to find a very cheap flight Your flight has landed but the rest of your friends will not be arriving for three hours It is 1100 and you have not eaten breakfast so you decide to pick up the rental car and find someplace to have lunch while you wait for your friends Being this close to the ocean makes you hungry for a fish sandwich so you decide to look for a seafood restaurant As you are driving you see the billboard below
On the opposite side of the road is another billboard
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
The Executive Path Hospitality Leadership Through Learning
Complete program information and applications available online
wwwhotelschoolcornelleduexecedPhone + 1 607 255 4919 Email exec_ed_hotelcornelledu
Professionals from around the world are invited to attend 3-day 10-day or online courses at the worldrsquos leading institute for hospitality management education in
Visit our website to apply
Explore develop and apply ideas with global hospitality leaders and
expert Cornell professors
Success
AdvancingBusiness
andPersonal
bull Strategic Leadershipbull Financebull Foodservicebull Human Resources
bull Marketingbull Operationsbull Real Estate
Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
12 TheCenterforHospitalityResearchbullCornellUniversity
wayrdquoldquoIbuyorganicgroceriesrdquoldquoPeoplemightconsidermetobeabitofalsquotreehuggerrsquordquoandldquoIpreferfoodthathasnoar-tificialingredientsrdquoThesefouritemswereaveragedtoformacompositemeasureofgreentendency(α=80)Finallyweaskedtheirlikingofseafoodona9-pointscale(1=dislike9=like)anddemographicinformation
ResultsWeconducteda2x2ANCOVA(RedLobstergreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onbrandevaluationswithrespondentsrsquolikingtowardseafoodgreentendencygenderandageascontrolvariablesTheanalysisrevealedonlyasignificantinteractioneffect(F(1182)=475p=03seeExhibit3)AspredictedintheabsenceofacrediblygreencompetitorconsumersrsquoevaluationsofRedLobster(M=471)diminishedwhenthecompanyannounceditsadoptionofagreenpractice(M=427)HoweverinthepresenceofacrediblygreencompetitortheannouncementofagreenpracticeenhancedconsumersrsquoevaluationsofRedLobster(M=423vs504)
DiscussionTheresultsofStudy2providesupportforH1andH2regard-ingthepotentialforagreenbacklasheffectandwhetherimi-tatingacrediblygreencompetitormightreversethiseffectHoweverinretrospectitisnotentirelyclearthatourma-nipulationaddressestheintendedquestionInparticularitisdebatablewhetherRedLobsterrsquoslocalsourcingofasingledessertingredientwouldbeseenassimilartothecrediblecompetitorrsquosclaimoflocallysourcing80percentoftheirsea-foodWemadethiscomparisonforverisimilitudebecausewedidnrsquotthinkthatitisfeasibleformostlargeorganizationstoimplementgreenpracticesonthesamescaleassmallindependentsOurmotivationwhendesigningthisstudy
wastopresentparticipantswithagreenpracticethatalargecompanymightactuallybeabletoexecuteHoweverinpursuitofecologicalvaliditywemayhavestrayedfromouroriginalpurposeandpresentedagreenpracticeperceivedbyconsumerstobedifferentfromthatofthecrediblecompeti-torAdditionallywhileStudy2confirmedourpredictionsregardingtheproposedeffectwedidnotdirectlyaddresstheprocessbywhichthereversalwasattainedStudy3wasdesignedtoinvestigatethisprocessandalsoreplicatetheresultsofStudy2withparticularattentiontothesimilarityofthetwocompaniesrsquogreenpractices
Study3ChainwideOrganicIngredientsInadditiontoclarifyingtheissueofperceivedpracticesimilarityandreplicatingthegreenbacklasheffectStudy3providesanopportunitytoexaminetheprocessthroughwhichthepresenceofacrediblecompetitorreversesthisbacklasheffectInparticularwepredictthattheperceivedcredibilityofthelargecompanymediatesthiseffect
H3ThemechanismreversingthegreenbacklasheffectdescribedinH1andH2istheperceivedcredibilitybehindthelargecompanyrsquosgreenactions
MethodForthisstudywesurveyed433panelistsfromanationalmarketingresearchcompanyOftherespondents47percentweremaleseventy-sevenpercentwereCaucasian9percentAfricanAmerican4percentAsian4percentHispanicand1percentNativeAmericantheiragesrangedfrom19to90andtheaverageagewas47McDonaldrsquoswaschosenasabrandtorepresentalargehospitalitycompanyforStudy3
Thistimeweuseda2x3betweensubjectsdesignThetwoMcDonaldrsquosvariableswerethatthefirmannounceditsuseoforganicsandwichtoppingsversusnomentionthiswassetagainstthreepossibilitiesforthecompetitorvariablenocompetitorcrediblygreencompetitor(differentpractice)crediblygreencompetitorusingorganicsandwichtoppings
ForthescenariosinthisstudyrespondentswereaskedtoimaginethattheywerewalkingdownastreetnearwheretheyworkandtheydecidedtograblunchOne-thirdoftherespondentsreadthattherewasaMcDonaldrsquosatthecornerofthestreet(nocompetitorcondition)andtheothertwo-thirdsreadthattherewasaMcDonaldrsquosatthecornerofthestreetandanldquoEarthBurgerrdquoarestaurantfeaturinglocallyraisedfree-rangebeefacrossthestreet(crediblygreencompetitorcondition)TheinformationaboutMcDonaldrsquoswaspresentedsuchthathalfoftherespondentsweretoldthatMcDonaldrsquoswasadvertisingtheiruseoflocallygrownorganicvegetablesforallsandwichtoppingsFortheotherhalfofrespondentstherewasnomentionoftheMcDon-aldrsquosorganictoppingpractice(nomentioncondition)Of
Exhibit 3
study 2 ancova results showing evaluation of red lobster with and without a competitor
520
500
480
460
440
420
400
red lobsterrsquos Green Practice
Competitor absent Competitor present
no green practice
local limes promoted
ev
al
ua
ti
on
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
The Executive Path Hospitality Leadership Through Learning
Complete program information and applications available online
wwwhotelschoolcornelleduexecedPhone + 1 607 255 4919 Email exec_ed_hotelcornelledu
Professionals from around the world are invited to attend 3-day 10-day or online courses at the worldrsquos leading institute for hospitality management education in
Visit our website to apply
Explore develop and apply ideas with global hospitality leaders and
expert Cornell professors
Success
AdvancingBusiness
andPersonal
bull Strategic Leadershipbull Financebull Foodservicebull Human Resources
bull Marketingbull Operationsbull Real Estate
Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 13
theparticipantsexposedtoldquoEarthBurgerrdquohalfweretoldthatthiscrediblecompetitoruseslocallygrownorganicvegetablesforallsandwichtoppings(seeExhibit4)
AfterreadingthescenarioparticipantsreportedtheirevaluationsofMcDonaldrsquosusingthesame3-itemevaluationmeasureusedinstudy215AlsoaswithStudy2individualdifferencesinoverallapproachtosustainableorgreenbe-havioranddemographicdatawerecollectedTocontrolforparticipantsrsquoquick-servicepatronagewecollectedinforma-tionabouttherespondentsrsquomonthlyfrequencyofeatingoutinaQSRInstudy3ameasureofperceivedcredibilitywasalsoincludedtoexaminepotentialmediatingprocessesUsingseven-pointscalesparticipantsreportedtheextenttowhichtheythoughtMcDonaldrsquoswascommittedtothegreenorsustainabilityinitiative(1=notatallcommitted7=verycommitted)whetherMcDonaldrsquospracticeofusingorganicvegetabletoppingsiseffectiveinconveyingitsgreeninitia-tive(1=notatalleffective7=veryeffective)andwhetherMcDonaldrsquosiscredible(trustworthy)inconveyingitsgreeninitiatives(1=notatallcredibleortrustworthy7=verycredibleortrustworthy)Thesefouritemswereaveragedtoformacompositemeasureofcredibility(α =94)
ResultsWeexaminedthedifferencesintheevaluationsofMcDon-aldrsquosbetweentheldquonomentionrdquoandldquoorganicsandwichtoppingsrdquoconditionsdependinguponthepresenceofacrediblygreencompetitorandthetypeofthegreenpracticesadoptedbyldquoEarthBurgerrdquo(seeExhibit5fortheresults)WhentherewasnocompetitorpresenttheMcDonaldrsquosmentionoftheorganictoppingsdecreasedconsumersrsquo
15WealsomeasuredrespondentsrsquobehavioralintentionstowardMcDon-aldrsquos(ldquohowlikelyisitthatyouwouldgotoMcDonaldrsquosforlunchrdquo)with2-item7-pointintentionscalesHoweverduetothelackofreliabilitywiththemeasurewedroppeditfromouranalyses
Please read the following scenario carefully before proceedingImagine that you are walking down a street near where you work and you decide to grab lunch
You notice McDonaldrsquos at the corner of the street and Earth Burger a local burger shop across the street McDonaldrsquos advertises using locally grown organic vegetables for all burger toppings (eg lettuce onions etc) Earth Burger which uses locally raised free-range beef for their burgers also advertises that they use locally grown organic vegetables for all burger toppings (eg lettuce onions etc)
You are debating about where to grab lunch
Exhibit 4
study 3 scenario example
Exhibit 5
study 3 ancova results showing evaluation of McDonaldrsquos with and without a competitor
540
520
500
480
460
440
420
400e
va
lu
at
io
n
Presence or absence of credible local green competitor
Competitor absent
Competitor present
different practice
Note Evaluation scale is consolidated from three nine-point scales dislike to like unfavorable to favorable and negative to positive For the overall interaction effect the two competitor-present conditions were combined due to no interaction observed between the different green practices
Competitor present similar
practice
no McDonaldrsquos green practiceMcDonaldrsquos uses organic sandwich toppings
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
The Executive Path Hospitality Leadership Through Learning
Complete program information and applications available online
wwwhotelschoolcornelleduexecedPhone + 1 607 255 4919 Email exec_ed_hotelcornelledu
Professionals from around the world are invited to attend 3-day 10-day or online courses at the worldrsquos leading institute for hospitality management education in
Visit our website to apply
Explore develop and apply ideas with global hospitality leaders and
expert Cornell professors
Success
AdvancingBusiness
andPersonal
bull Strategic Leadershipbull Financebull Foodservicebull Human Resources
bull Marketingbull Operationsbull Real Estate
Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
14 TheCenterforHospitalityResearchbullCornellUniversity
overallevaluationsofthebrandconfirmingourpredic-tionaboutthesustainabilitybacklasheffect(M=519toM=479)HowevertheiroverallevaluationsofthebrandincreasedwhenMcDonaldrsquosannouncedagreenpracticeregardlessofwhethertheirpracticeissimilarto(M=464toM=491)ordifferentthan(M=440toM=483)thatofthecrediblygreencompetitor(seeExhibit3)InterestinglythedissimilargreenpracticeactuallyseemedtoproducethemostpositiveresultsSincetherewasnointeractioneffectobservedbetweenthetwocompetitor-presentconditionswecombinedthemandconducteda2x2ANCOVA(Mc-Donaldrsquosgreenpracticeornopracticecrossedwithcrediblygreencompetitorornocompetitor)onevaluationsofthebrandRespondentsrsquogreentendenciesQSReatingfrequencygenderandagewerecontrolvariablesAspredictedtheanalysisrevealedasignificantinteractioneffect(F(1401)=372p=05)
WefurthertestedH3regardingwhethercredibilitywouldmediatetheobservedeffectParticipantsrsquoevaluationsregardingthecredibilityortrustworthinessofaMcDonaldrsquosgreenpracticehadapositiveeffectontheirevaluationsofthebrand(b=75t =1729plt001)Additionallytheobservedsignificantinteractioneffectbetweenacompanyrsquosgreenpracticeandthepresenceofacrediblygreencom-petitorwasrenderedinsignificantwhenconsumersrsquobeliefsaboutcredibilityortrustworthinessofacompanyrsquosgreenpracticewascontrolled(fromF(1401)=372p=05toF(1400)=179p=18)Consumersrsquobeliefsaboutcred-ibilityortrustworthinessofacompanyrsquosgreenpracticeremainedasasignificantfactor(F(1400)=28751plt001)confirmingthatperceivedcredibilityortrustworthinessofagreenpracticeservedasamediator
DiscussionStudy3replicatedtheresultsobtainedinStudy2andalsoprovidedevidencethatperceivedcredibilityfunctionsastheunderlyingmechanismHoweverwhatwasparticularlyinterestingaboutStudy3wastheinsightsgainedregardingthetypeofgreenpracticealargecompanyshouldpursueIncontrasttowhatwasoriginallyhypothesizedtheresultsap-peartoindicatethatitisnotnecessarytoimplementaprac-ticesimilartothatofacrediblygreencompetitorIndeedthebiggestpositiveeffectwaswhenthelargecompanyrsquospracticewasnotatallsimilartothatofthecrediblygreencompanyThusitissimplythepresenceofthiscompetitorinthemarketthatmatterswhenthelargecompanypro-motesgreeninitiatives
GeneralDiscussionandManagerialImplicationsDespiteobviousconcernsaboutgreenwashingaccusationslargecompaniesshouldnotinterpretthisreportrsquosfindingsasrecommendingabandonmentofgreeninitiativesEvenifconsumersareskepticalrestaurantsandhotelsbenefitfromadoptingenvironmentallyfriendlybusinesspracticesmdashandbuildingcredibilityofthosepracticeswillcreatepositivecustomerattitudesSecondhavinggreeninitiativesinplacewillallowalargefirmtoquicklymatchanyclaimbyacredi-blesmallcompetitorIndeedalargehospitalityorganizationmightevenconsidercreatingitsowncompetitionlaunchingaseparatebrandwithanenvironmentallyfriendlypositionandthenadoptingoneoftheirpracticesLargehotelchainshavelaunchedboutiquebrandsandtheycouldcertainlydothesamewithgreenbrands
Wecannotexplainwhyalargecompanyrsquosgreenpractic-esbecomemorecredibleinthepresenceofacrediblygreencompetitorHoweveritcouldbearguedthatthepresenceofacrediblecompetitoractuallymanipulatesconsumersrsquoknowledgeregardingapracticersquoscredibilityShowingthatsomeonecredibleisdoingaparticularpracticevalidatesthatpracticeHoweverasconsumersbecomemoreeducatedregardinggreenpracticesthistypeofvalidationmaynotbenecessaryFutureresearchshouldinvestigatetheextenttowhichlearningisresponsiblefortheeffectsobservedinstudies2and3Perhapslargecompaniessimplyneedtoeducateconsumersregardingtheefficacyoftheirsustain-abilityinitiativesHoweveritalsoseemslikelythatgiventheextenttowhichconsumersdistrustlargecompaniestheseeducationaleffortsmightbeinvainPerhapsthebeststrategyforbigbusinessistoadoptavarietyofsustainabilitypracticesbutnotpromotethosepracticesuntilacrediblygreencompetitorthreatenstostealawaymarketsharen
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
The Executive Path Hospitality Leadership Through Learning
Complete program information and applications available online
wwwhotelschoolcornelleduexecedPhone + 1 607 255 4919 Email exec_ed_hotelcornelledu
Professionals from around the world are invited to attend 3-day 10-day or online courses at the worldrsquos leading institute for hospitality management education in
Visit our website to apply
Explore develop and apply ideas with global hospitality leaders and
expert Cornell professors
Success
AdvancingBusiness
andPersonal
bull Strategic Leadershipbull Financebull Foodservicebull Human Resources
bull Marketingbull Operationsbull Real Estate
Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
CornellHospitalityReportbullAugust2011bullwwwchrcornelledu 15
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Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
Cornell Hospitality Quarterlyhttpcqxsagepubcom
2011 ReportsVol11No13DevelopingaSustainabilityMeasurementFrameworkforHotelsTowardanIndustry-wideReportingStructurebyEricRicaurte
Vol11No12CreatingValueforWomenBusinessTravelersFocusingonEmotionalOutcomesbyJudiBrownellPhD
Vol11No11CustomerLoyaltyANewLookattheBenefitsofImprovingSegmentationEffortswithRewardsProgramsbyClayVoorheesPhDMichaelMcCallPhDandRogerCalantonePhD
Vol11No10CustomerPerceptionsofElectronicFoodOrderingbySherylEKimes
Vol11No92011TravelIndustryBenchmarkingStatusofSeniorDestinationandLodgingMarketingExecutivesbyRohitVermaPhDandKenMcGill
Vol11No8SearchOTAsandOnlineBookingAnExpandedAnalysisoftheBillboardEffectbyChrisAndersonPhD
Vol11No7OnlineMobileandTextFoodOrderingintheUSRestaurantIndustrybySherylEKimesPhDandPhilippFLaqueacute
Vol11No6HotelGuestsrsquoReactionstoGuestRoomSustainabilityInitiativesbyAlexSusskindPhDandRohitVermaPhD
Vol11No5TheImpactofTerrorismandEconomicShocksonUSHotelsbyCathyAEnzRenaacutetaKosovaacuteandMarkLomannoVol11No4ImplementingHumanResourceInnovationsThreeSuccessStoriesfromtheServiceIndustrybyJustinSunandKateWalshPhD
Vol11No3Compendium2011
Vol11No2PositioningaPlaceDevelopingaCompellingDestinationBrandbyRobertJKwortnikPhDandEthanHawkesMBA
Vol11No1TheImpactofHealthInsuranceonEmployeeJobAnxietyWithdrawalBehaviorsandTaskPerformance`bySeanWayPhDBillCarrollPhDAlexSusskindPhDandJoeCYLeng
2011 Hospitality ToolsVol2No1TheGameHasChangedANewParadigmforStakeholderEngagementbyMaryBethMcEuen
2011 Industry PerspectivesNo7MegaTips2TwentyTestedTechniquesforIncreasingYourTipsbyMichaelLynn
2011 ProceedingsVol3No5BuildingBrandsintheInternetAgeAnalyticsLoyaltyandCommunicationbyGlennWithiam
Vol3No4BraveNewWorldOnlineHotelDistributionbyGlennWithiam
Vol3No3SocialMediaandtheHospitalityIndustryHoldingtheTigerbytheTailbyGlennWithiam
Vol3No2TheChallengeofHotelandRestaurantSustainabilityFindingProfitinldquoBeingGreenrdquobyGlennWithiam
Vol3No1CautiousOptimismCHRSExaminesHospitalityIndustryTrendsbyGlennWithiam
2010 ReportsVol10No18HowTravelersUseOnlineandSocialMediaChannelstoMakeHotel-choiceDecisionsbyLauraMcCarthyDebraStockandRohitVermaPhD
Vol10No17PublicorPrivateTheHospitalityInvestmentDecisionbyQingzhongMaPhDandAthenaWeiZhangPhD
Vol10No16BestPracticesinSearchEngineMarketingandOptimizationTheCaseoftheStJamesHotelbyGregBodenlcosVictorBogertDanGordonCarterHearneandChrisKAndersonPhDVol10No15TheImpactofPrix Fixe MenuPriceFormatsonGuestsrsquoDealPerceptionbyShuoWangandMichaelLynnPhD
Vol10No14TheFutureofHotelRevenueManagementbySherylKimesPhD
Vol10No13MakingtheMostofPricelinersquosName-Your-Own-PriceChannelbyChrisAndersonPhDandRadiumYanDBA
Vol10No12CasesinInnovativePracticesinHospitalityandRelatedServicesSet4byCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Cornell Center for Hospitality Research
Publication Indexwwwchrcornelledu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
Vol10No11WhorsquosNextAnAnalysisofLodgingIndustryAcquisitionsbyQingzhongMaPhDandPengLiuPhD
Vol10No10CasesinInnovativePracticesinHospitalityandRelatedServicesSet3CayugaSustainableHospitalityChicampBasicJetBlueAirlinesJumeirahEssexHouseTheRitz-CarltonHotelCompanyRuntrizTheSeaportHotelThayerLodgingTripTelevisionandXsenseExperientialDesignConsultingbyCathyAEnzPhDRohitVermaPhDKateWalshPhDSherylEKimesPhDandJudyASiguawDBA
Vol10No9BuildingCustomerLoyaltyTenPrinciplesforDesigninganEffectiveCustomerRewardProgrambyMichaelMcCallPhDClayVoorheesPhDandRogerCalantonePhD
Vol10No8DevelopingMeasuresforEnvironmentalSustainabilityinHotelsAnExploratoryStudybyJieJZhangNitinJoglekarPhDandRohitVermaPhD
Vol10No7SuccessfulTacticsforSurvivinganEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol10No6IntegratingSelf-serviceKiosksinaCustomer-serviceSystembyTsz-Wai(Iris)LuiPhDandGabrielePiccoliPhD
Vol10No5StrategicPricinginEuropeanHotels2006ndash2009byCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Vol10No4CasesinInnovativePracticesinHospitalityandRelatedServicesSet2BrewerkzComfortDelgroTaxiDinnerBrokercomIggyrsquosJumboSeafoodOpenTablecomPriceYourMealcomSakaeSushiShangri-LaSingaporeandStevensPassbySherylEKimesPhDCathyAEnzPhDJudyASiguawDBARohitVermaPhDandKateWalshPhD
Vol10No3CustomerPreferencesforRestaurantBrandsCuisineandFoodCourtConfigurationsinShoppingCentersbyWayneJTaylorandRohitVermaPhD
Vol10No2HowHotelGuestsPerceivetheFairnessofDifferentialRoomPricingbyWayneJTaylorandSherylEKimesPhD
Vol10No1Compendium2010
2010 Roundtable RetrospectivesVol2No1SustainabilityRoundtable2009TheHotelIndustrySeekstheElusiveldquoGreenBulletrdquo
2010 Industry PerspectivesNo6TheFutureofMeetingsTheCaseforFace-to-FacebyChristineDuffyandMaryBethMcEuen
No5MakingCustomerSatisfactionPayConnectingSurveyDatatoFinancialOutcomesintheHotelIndustrybyGinaPingitorePhDDanSeldinPhDandArianneWalkerPhD
No4HospitalityBusinessModelsConfronttheFutureofMeetingsbyHowardLockandJamesMacaulay
2009 ReportsVol9No18HospitalityManagersandCommunicationTechnologiesChallengesandSolutionsbyJudiBrownellPhDandAmyNewman
Vol9No17CasesinInnovativePracticesinHospitalityandRelatedServicesSet1AquabyGrandstandBrandKarmaCapellaHotelsampResortsEnTripHotelscomVisualiserLuggageClubRoyalPlazaonScottsTastingsTuneHotelsandVisitBritaincombyJudyASiguawDBACathyAEnzPhDSherylEKimesPhDRohitVermaPhDandKateWalshPhD
Vol9No16TheBillboardEffectOnlineTravelAgentImpactonNon-OTAReservationVolumebyChrisKAndersonPhD
Vol9No15OperationalHedgingandExchangeRateRiskACross-sectionalExaminationofCanadarsquosHotelIndustrybyCharlesChangPhDandLiyaMaVol9No14ProductTiersandADRClustersIntegratingTwoMethodsforDeterminingHotelCompetitiveSetsbyJin-YoungKimandLindaCaninaPhD
Vol9No13SafetyandSecurityinUSHotelsbyCathyAEnzPhD
Vol9No12HotelRevenueManagementinanEconomicDownturnResultsofanInternationalStudybySherylEKimesPhD
Vol9No11Wine-listCharacteristicsAssociatedwithGreaterWineSalesbySybilSYangandMichaelLynnPhD
Vol9No10CompetitiveHotelPricinginUncertainTimesbyCathyAEnzPhDLindaCaninaPhDandMarkLomanno
Cornell Center for Hospitality ResearchPublication Index
wwwchrcornell edu
wwwchrcornell edu