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Brand Personality Dimensions in the Hotel Sector: A Case Study
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Author(s): Labinot Mehmeti (ISAG – European Business School, Porto, Portugal & Research Centre in Business Sciences and Tourism (CICET – FCVC), Porto, Portugal), Ana Pinto Borges (ISAG – European Business School, Porto, Portugal & Research Centre in Business Sciences and Tourism (CICET – FCVC), Porto, Portugal & Research Centre in Organizations, Markets and Industrial Management (COMEGI), Porto, Portugal), Bruno Miguel Vieira (ISAG – European Business School, Porto, Portugal & Research Centre in Business Sciences and Tourism (CICET – FCVC), Porto, Portugal), Elvira Vieira (ISAG – European Business School and Research Center in Business Sciences and Tourism (CICET-FCVC), Porto, Portugal & Applied Management Research Unit (UNIAG), Instituto Politécnico de Bragança, Bragança,Portugal & IPVC—Polytechnic Institute of Viana do Castelo, Viana do Castelo, Portugal)and Amélia Brandão (Faculty of Economics and CEF.UP, University of Porto, Porto, Portugal)
Copyright: 2024
Pages: 22
Source title:
Global Practices on Effective Talent Acquisition and Retention
Source Author(s)/Editor(s): Bryan Christiansen (Southern New Hampshire University, USA), Muhammad Abdul Aziz (University of Hertfordshire, UK)and Elle Lily O'Keeffe (Rasmussen University, USA)
DOI: 10.4018/979-8-3693-1938-3.ch003
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Abstract
This chapter addresses the gap in literature regarding brand personality metrics in the hotel industry. Despite extensive studies on various brands globally, limited research exists in the hotel sector. Brand personality is pivotal for differentiating hotels and attracting their target market. Aaker's five-dimensional brand personality scale (BPS) was employed in a case study at Hotel Garden in Pristina, Kosovo. This study, employing both qualitative and quantitative methods, engaged 68 participants. Hotel Garden demonstrated higher scores in sincerity, competence, excitement, and sophistication, aligning with Aaker's dimensions, while ruggedness received less emphasis. Findings underscore the need for brand-aligned strategies, highlighting the role of human resources and organizational culture. This chapter explores the findings and offers strategies that, when applied to human resources, should take into account the relationship with BPS.
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