A survey of 184 German hoteliers identified nine factors that promote successful service innovations. The study found that the nature of the innovation is far less important than the effectiveness of a hotel’s human resources management and employee training, empowerment, and commitment to the service. Ensuring that the innovation is matched to the targeted market is important, of course, but such factors as effective marketing communication and public relations do not seem to support innovations’ success. Also important is the tangible nature of the service, but having innovative technology was not a significant factor in new-service development for these hoteliers.

Purpose -This paper aims to compare and contrast the innovation process described by Michelin-starred chefs with existing theoretical innovation process models. Design/methodology/approach -Semi structured interviews with Michelin-starred chefs in Germany were conducted to better understand the underlying factors and dimensions that describe process practices. A sample of 12 Michelin-starred chefs awarded one, two or the maximum of three stars were interviewed about how they develop new food creations in their restaurants. Findings -Research results indicated that the development process of Michelin-starred chefs has similarities and differences to traditional concepts of new product development. Michelin-starred chefs' innovation processes do not include a business analysis stage and because of the simultaneity of production and consumption and the importance of human factors in service delivery, employees play a more important role in fine dining innovation than in other product innovation situations. Furthermore, Michelin-starred chefs' innovation processes do not implement an all-encompassing evaluation system. Research limitations/implications -The study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of Michelin chefs can be broken down into seven main steps. Originality/value -The present study expands the scope of hospitality innovation research and the findings have not only important implications for high-end restaurant settings but also other restaurant segments, and other hospitality service endeavors.

The importance of innovation as the key driver of sustained success has been well documented in the marketing and hospitality literature. In the past decade, several studies have investigated the success factors associated with service innovations. Few of these studies, however, have dealt with hospitality innovations. Hospitality firms develop innovations with specific objectives and goals in mind and have several approaches to measure performance accordingly. However, no research in hospitality innovation has addressed the question of whether hospitality firms should have different approaches depending on their objectives for the individual innovation projects. This study obtained data on 185 hospitality innovations and identified three performance dimensions: market performance, financial performance, employee and customer relationship enhancement. Of the 23 potential success determinants, 12 were found to be drivers of performance.

PurposeThis paper aims to outline the innovation process activities described by quick‐service restaurant (QSR) managers and to compare it with an earlier QSR process model and with those used in other food service settings.Design/methodology/approachSix semi‐structured interviews with QSR chain executives in the USA were conducted to better understand the underlying factors and dimensions that describe successful innovation process practices.FindingsFor new QSR menu innovations, the development teams follow a structured approach to reduce the likelihood of failure due to issues such as poor consumer demand or implementation. QSR screen new food innovations approximately five times during the development process. Furthermore, today's QSR innovation process integrates more sophisticated market research technology and a post‐audit is carried out after the new food concept has been launched. In comparison with studies of Michelin‐starred chefs QSR development teams use an approach that is much more explicitly structured as a whole due to the larger scale roll‐out as well as greater cross‐functional and regional differences to consider in the QSR setting.Research limitations/implicationsThe study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of QSR can be broken down into 13 main steps. Compared with earlier hospitality innovation studies, the process in this setting includes multiple screenings for high‐risk innovations, and greater emphasis on operational and training issues.Originality/valueThe study expands the scope of hospitality innovation research and the findings have important implications not only for QSR settings but also for other restaurant segments, and for other hospitality service endeavours.

Purpose -The purpose of this study is to gain insight into factors that contribute to the success in high contact new service development (NSD) projects. Design/methodology/approach -Data were collected via questionnaires from hospitality managers knowledgeable about NSD in their organization (sample size ¼ 183; response rate 38.1 percent). Discriminant analysis was used to identify the factors that are responsible for successful high contact NSD projects in the hospitality industry. Findings -Research results indicate that seven factors play a distinctive role in the outcome of high contact NSD: market attractiveness, strategic human resource management, market responsiveness, empowerment, training of employees, employee commitment and marketing synergy. Research limitations/implications -This study was conducted in only one industry (hospitality) and one country (Germany) and included only the views of managers. Practical implications -This study outlines the importance of human resource management factors in high contact NSD success. Findings from previous NSD success studies in low contact service industries have been only partly confirmed. Originality/value -This study expands the scope of NSD research.