PurposeThe purpose of this paper is to present a scale for service quality evaluation in the hospitality sector. This scale has two aims: to assess the dimensions and attributes consumers use when evaluating the quality of the service provided by hotels, and to determine what influence service quality perceptions have on consumer behaviour, namely on customer intentions to return and to recommend the hotel.Design/methodology/approachThe methodology used to develop the scale was divided into three stages: first, two well‐known models (SERVQUAL with direct formulation and SERPERF) were tested in 32 hotels, through 532 questionnaires. As these models were not conclusive, a second phase took place: 109 in‐depth interviews were conducted to assess the relevant factors or attributes for consumers during a hotel stay, both for the holiday and business segments. Based on the results of the interviews, a questionnaire was designed to evaluate service quality provided by four and five star hotels. On this third phase, a sample of 257 respondents/hotel customers was achieved.FindingsThe main results point to the existence of five dimensions: room (tangibles and service); feelings; restaurant service; tangibles (location, exterior and restaurant) and reception, explaining 56, 1 per cent of the consumers' service quality evaluation. Another finding points out the existence of a stronger relationship between service quality perceptions and the intention to recommend the hotel (74, 8 per cent) than the intention to return to the hotel (55, 9 per cent).Originality/valueBased on the knowledge of the relative importance of the attributes consumers use when evaluating the service provided by four and five stars hotels, the relevant influence emotions have on consumers' service quality evaluation and the influence service quality perceptions have on behavioural intentions, several recommendations to managers are made, both in terms of managing the hotel, as well as tourist destinations.

A SWOT analysis is used to perform a content analysis on the proceedings of The Portuguese Hotels Association Conferences (1993‐1999). The analysis undertaken aimed to identify the main trends and key issues in the Portuguese tourism and hospitality sectors. From the analysis it is identified that there is an absence of a clear and enduring strategy on issues like differentiation and positioning of its products and services, marketing research and product portfolio management. The analysis of the sector’s main strengths against the key trends indicates that tourism and hospitality depend too much on the environmental changes. Some of the main constraints that lead to the incapacity to capitalise on the key trends are the excess of governmental control, difficulties in reaching new markets, and over‐dependence on EU funds for investments.

Purpose The main purpose of this paper is to summarize the trends and suggestions for the hospitality sector, identified by a number of authors and publications. Design/methodology/approach A content analysis was performed using publications available on reliable websites on the internet as the source for data collection. Findings In general, technology will have an enormous emphasis on how the hotel industry is changing. The new generation of millennial travellers and growing competition brought on by the ever-evolving sharing economy has led to the industry upping its game to cater to a rapidly changing customer base that looks for meaningful local experiences and personalized services. Originality/value Gathering this information and making recommendations to cope with those trends can lead managers to have a more proactive approach on their strategic and operational decisions, thus enhancing their competitiveness on the hospitality market.

Purpose The purpose of this paper is to provide a comprehensive list of indicators to be used in the tourism sector, in support of the development of sustainable strategic plans. Specific objectives include making a comprehensive assessment and categorization of those indicators and facilitating an easier to use system that guarantees the use of those benchmarks as a base for objectives definition and performance standards monitorization. Design/methodology/approach This research adopted a descriptive design using secondary data. The data was analysed using content analysis and a posteriori categorization system, resulting in 87 indicators divided into positive and negative within six categories. Findings The results showed that there are six key factors that may have a significant impact on tourism development suggesting they could be used for setting objectives and performance indicators when developing a strategic plan, and therefore, ensuring the sustainability of a destination and its stakeholders. Practical implications The framework adopted in this study offers a practical tool to be used by destination and organizations planners to improve sustainable tourism performance in relation to economic, socio-cultural, psychological, political/administrative, tourism/commercial and environmental/physical measurement standards. This guidance may help decision-makers to design, manage and control sustainable strategic plans in a more effective way. Originality/value This paper links the academic debate on the impacts of tourism with the designing and implementation of sustainable tourism policies and strategies.