This research examines how consumers experience decision making for experiential products such as vacations. We combine data from 1) ethnographic interviews, 2) online community discussion forums, and 3) an introspective vacation-planning task to explore the experience of emotion in the decision process and to develop a new model of decision making that extends extant decision theories. We find that consumers experience a variety of positive emotions as they plan vacations, from facilitative feelings that guide the plan to fantasy feelings consumed for pleasure. Positive emotions are most evident in reaction to imagery and when the consumer's self identity is salient, and often precede more analytic information processing. Overall, this research offers a richer understanding of the emotional nature of consumer decision making for experiential products and services.

Purpose Purpose -To examine the leisure cruise service environment-the shipscape-and its effects on cruisers' emotions, meaning-making, and onboard behavior.Design/methodology/approach Design/methodology/approach -This paper uses qualitative data from 260 cruise customers that was mined from archived online discussion boards. Data were analyzed based on grounded theory and interpretive methods to derive an understanding of shipscape meanings and influences from the cruiser's perspective. Research limitations/implicationsResearch limitations/implications -Given the exploratory research objective and interpretive methodology, generalizability beyond the cruise context is limited. However, research findings suggest not only that ambient shipscape conditions influence cruisers' pleasure, but also that ship layout, décor, size, facilities, and social factors influence the meanings cruisers attach to cruise brands and to the overall cruise experience.Originality/value Originality/value -This paper explores atmospheric effects on consumer behavior in a context as yet examined by tourism and hospitality scholars. The findings extend Bitner's (1992) servicescape framework and reveal novel atmospheric and social effects that influence cruise travelers' experience.

Marketing scholars have proposed that service employees play a primary role in delivering service quality. However, the question of how to motivate service employees to enhance service production has received little research attention. The authors address this gap by advocating a control mechanism first discussed in the economics literature—buyer monitoring. The authors focus on a pervasive form of buyer monitoring, voluntary tipping, and examine the effectiveness of this control mechanism as a means for improving service in two contexts: leisure cruises and restaurant dining. Despite a substantial interdisciplinary literature reporting a weak relationship between customers' perceptions of service and their tipping behavior, the results show that a policy of voluntary tipping has positive effects on the motivation and behavior of service workers and on customers' perceptions of the service those workers provide. These findings call attention to buyer monitoring as both a topic for academic research and a practical mechanism for motivating service employees. The findings also call into question trends away from tipping in service contexts, such as the cruise industry, and suggest that many service businesses for which tipping is not viable can benefit from alternative forms of buyer monitoring.

One of the pioneer firms in the leisure cruise industry embarked on a bold idea in 2000 to offer an unregimented experience unlike most cruises. Despite the appeal of the concept from a marketing perspective, the service innovation posed operational challenges, many of which continue to undermine the firm's competitive position. Using a multi-method empirical approach and interdisciplinary views that draw on research from marketing and operations management, the authors analyze this business case to identify challenges that service firms face when services are developed and managed from siloed functional perspectives. Based on their research findings and guided by the literature, the authors derive a service-systems model to aid service planning and management. The authors further highlight a new organizational form and function for services under the domain of service experience management that is positioned as a means to unify service operations and marketing for delivering on service promises. The authors offer direction for further research on service operations systems and service experience management.