Title

Summer Internship Project Report

On
“A STUDY ON IMPACT OF EXPERIENTIAL MARKETING ON CUTOMER
LOYALTY OF THE GALLERIA HOTEL”
At
THE GALLERIA HOTEL
Submitted to
Institute Code: 727
B.H. GARDI COLLEGE OF ENGINEERING AND TECHNOLOGY

Under the guidance of

Yash Acharya
(Assistant Professor)
In partial Fulfilment of the Requirement of the award of the degree of
Master of Business Administration (MBA)
Offered By

Gujarat Technological University

Ahmedabad.

Prepared By
Harsh S. Raiyani
227270592032
MBA (semester- III)
Month & Year:
August 2023

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 Student’s Declaration

I hereby declare that the Summer Internship Project Report “A STUDY ON IMPACT
OF EXPERIENTIAL MARKETING ON CUTOMER LOYALTY OF THE
GALLERIA HOTEL” in (The Galleria Hotel) is a result of my own work and my
indebtedness to other work publications, references, if any, have been duly
acknowledged. If I am found guilty of copying from any other report or published
information and showing as my original work, or extending plagiarism limit, I
understand that I shall be liable and punishable by the university, which may include
‘Fail’ in examination or any other punishment that university may decide.

Enrolment no. Name Signature

227270592032 Harsh S. Raiyani

Date:

2
Institute Certificate

3
CERTIFICATE OF EXAMINER

4
Organization Certificate

5
Plagiarism Report

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 PREFACE

I am student of MBA semester 3 of B.H. Gardi College of Engineer and technology. I

would like to give brief ides about the preparation of project report. MBA Degree is
concerned with the study of business administration of various activities in India.
Industries of all kinds need good trained administrators, so this course has been
offered by GUJARAT TECHNOLOGYCAL UNIVERSITY. The main purpose
behind the preparation of the report is get practical knowledge.

Here this report includes the detailed information about “A STUDY ON IMPACT OF
EXPERIENTIAL MARKETING ON CUTOMER LOYALTY OF THE GALLERIA
HOTEL respect to subject of MBA SEM – 3. A brief idea about customer loyalty is
given in the report, so I conduct detailed research on “A STUDY ON IMPACT OF
EXPERIENTIAL MARKETING ON CUTOMER LOYALTY OF THE GALLERIA
HOTEL”
I am really proud to be a student of B.H. Gardi school of Management. This has given
me a chance to get practical knowledge in the field of management.

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 ACKNOWLEDGEMENT

It is really a subject of great pleasure for me to present their creative and practical
work.

I have done my summer internship project on “A STUDY ON IMPACT OF

EXPERIENTIAL MARKETING ON CUTOMER LOYALTY OF THE GALLERIA
HOTEL” I would like to present this report on mine.

First of all, I would like to our H.O.D. Nilesh Ankleshwariya sir who give me
guidance during my research work. I also thankful to Prof. Yash Achary sir. He is
guide me and has taken great efforts for the preparation of this research study report.

I would also like to acknowledge with much Manish Shrivastva As well as Ashis
Sharma sir (Front Office Manager), who gave me permission for doing my project
report & some practical work in the company.

Once again thankful to all those who have directly and indirectly help me in
completing my research project work.

Thank you,

Date:

Place:

Yours faithfully

8
 TABLE OF CONTENTS

[Link]. PARTICULARS PAGE NOS.

PART-1 GENERAL INFORMATION

1 Industry overview

1.1 History 12

1.2 Classification of Hotels 18

1.3 Growth and development 20

1.4 India Hospitality Market Trend 22

1.5 Introduction of the company 24

1.6 Vision & Mission 27

1.7 Company product profile 28

1.8 Functional Department 32

1.9 Five Force Model 35

2 PART-2 RESEARCH WORK

2.1 BACK GROUND OF THE STUDY 37

2.1 Literature Review 39

2.3 Statement of problem 41

2.4 Objective 42

3 RESEARCH METHODOLOGY

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 3.1 Hypothesis 44

3.2 Research methodology 44

3.3 Source and tools of data collection 45

3.4 Source of Data 45

3.5 Sample Method 45

3.6 Data Collection methods 45

4 ANALYSIS AND INTERPRETATION OF 46

DATA
5 STATISTICAL ANALYSIS 64

6 RESULTS AND FINDINGS 71

7 LIMITATION 72

8 CONCLUSION 73

9 ANNEXURE 74

10 WEBILIOGRAPHY 77

11 REFERENCE 78

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11
 1. INDUSTRY OVERVIEW

1.1 History

The hospitality Industry in India: An overview

After the liberalization of its economy, India witnessed significant growth in its
middle class and disposable economy. This had a direct impact on the country’s
hospitality industry which contributes over 7 per cent to the GDP of India. Considered
to be a sunrise industry, the hospitality sector is expected to touch $460 billion by
2028. Moreover, India has witnessed considerable growth in foreign visitors since the
2000s. All these reasons have enabled the country to become the seventh-largest
tourism economy in the world. In this article, we will explore almost everything about
the hospitality and tourism industry in India.

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Google defines ‘Hospitality’ as ‘the friendly and generous reception and
entertainment of guests, visitors, or strangers’. Juxtaposing what hospitality stands
with the tradition that Indians have been following since the ancient times, you will
find hospitality in almost every sphere of the country. It was always there in the very
essence of India, but the idea of hospitality as a commercial industry in this capitalist
world was minimally present even until the early 2000s.

At present, the hospitality industry in India is considered a ‘sunrise industry’ which

means it has a huge scope in the near future. It is considered as one of the most
profitable industries which also accounts for over 8.78 per cent of the total workforce,
creating almost 15 million jobs in the past five years. The sector attracts a major
chunk of foreign direct investment inflow along with the most important means of
foreign exchange for the country.

Hospitality Categorisation:
In India, the hospitality industry is categorized broadly into:

Within these categorizations, there are further sub-categorizations. For instance, the
lodging industry is further classified based on location, level of service and themes.
Moreover, several organizations within the hospitality industry offer services such as
food along with accommodation and transportation.

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Hotels in India are categorized into two categories —the star category hotels and
heritage category hotels. The star category hotel is further divided into 5 Star Deluxe,
5 Star with Alcohol Service, 5 Star without Alcohol Service, 4 Star with Alcohol
Service, 4 Star without Alcohol Service, 3 Star, 2 Star, and 1 Star. The Heritage
category hotels are divided into —the Heritage Grand, Heritage Classic with Alcohol
Service, Heritage Classic without Alcohol Service and Heritage Basic.

Lodging
By 2023, the overall hotel industry in India is expected to reach over Rs 1,200 billion.
In the past few years, the occupancy rate of the major hotels has increased at least two
folds. The hotel industry is growing at about 7 per cent per annum and many experts
believe that it may fall short of meeting the long term demands of the thriving market.

In recent years, another category emerged within the hospitality industry in India – the
serviced apartment sector. These apartments usually include two to three fully-
furnished bedrooms with all the modern equipment such as washing machines,
refrigerators, microwave oven, housekeeping, etc. Even after providing several
services, these serviced apartments offer 30-35 per cent tariffs to the business class
than the 5-star hotels for longer stays.

Top players in the hotel industry 2023

 Taj Hotels, Resorts & Palaces
 Hyatt Hotels Corporation
 Marriot International India Pvt Ltd
 Radisson Blu Hotels
 The Oberoi Group
 The Park Hotels
 ITC Group
 Lalit Hotels
 The Leela Palace
 Shangri-La Hotels & Resorts
Food and beverages

Food and beverages are further subdivided into two categories: organized and
unorganized. It is difficult to trace the unstructured food and beverage sector, which
accounts for 65-70 percent of the entire market, while the organized category
accounts for the remaining 30-35 percent.

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The organized sector is supervised by governmental agencies for quality control and
is known for its standardized practices. In contrast, an unorganized industry lacks a
defined supply chain, business strategy, and quality control.

Casual and fine dining and quick service restaurants (QSRs) account for more than
80% of the organized sector, with pubs, bars, clubs, lounges (PBCLs), and cafes and
bakeries accounting for the remainder. Furthermore, the food and beverage sector is
predicted to develop at a rate of 10.4 percent per year, reaching Rs 5.5 trillion by
2022.

India has one of the world's largest millennial populations. As a result, a slew of new
bars and cafés, nightclubs, and tea and coffee shops have sprouted up. Aside from
tourist spots and markets, locations around business hubs, universities, colleges, and
institutions provide enormous prospects for the food and beverage industry.

Transportations

Transportation is the initial step in the tourism sector, beginning with transporting
tourists from their point of origin to their destination. There have been cases where
transportation accessibility has proven to transform a location into a global tourist
attraction. In contrast, there are examples of towns with a rich culture, legacy, and
natural resources that have not developed due to poor transportation accessibility.

Roads, the backbone of the country's economy, have proven to be a driving force in
the development of tourism in India. Traveling to some of the country's highways can
provide you with some of the most wonderful life experiences. India currently boasts
the world's second largest road network, with around 4,320,000 kilometres.

Roads connect almost all of the major cities and tourism areas. Along with
government bus services, there are a number of private bus movers that offer high-
quality transportation from one location to another. Recently, online car rentals (Ola,
Uber, etc.) and self-drive automobile choices (Zoomcar, Revv, etc.) have created a
massive opportunity for the transportation sector in the Indian hospitality industry.

Indian Railways are Asia's second-longest railways after China. Traveling by train in
India is quite inexpensive, which has contributed to the development of appealing
tourist destinations in the country's outskirts. Every part of the country is well served

15
by trains. The government also operates various tourist trains across the country,
which are popular with both foreign and Indian tourists. Some notable examples of
world-class tourist trains include the Maharaja Express, Palace on Wheels, Golden
Chariot, Shimla and Darjeeling toy trains, and so on.

Airways have also made significant contributions to the development of tourism in

India during the last few decades, both internationally and domestically. Despite this,
all of India's major cities and tourist sites have their own airports and are well
connected by air. Unfortunately, seaways in India have not grown to the point where
they may be used for tourism purposes.

According to several reports, marine transportation offers a lot of potential to help

India's hospitality business. Recent government actions in Gujarat, such as the
opening of the Ro-Ro ferry service between Ghogha and Dahej, are examples of this.

Theme Parks and Amusement Park

Amusement parks are another name for theme parks. Despite the fact that there is
only one airline difference between the two, they are frequently used interchangeably.
They both have a variety of attractions such as games and rides such as water rides,
flat rides, carnival rides, and various types of slides, food, and much more.
Furthermore, theme parks are built around a 'unique' theme. Amusement rides have
grown significantly in India over the last two decades.

According to latest data, it has had a 17.5% annual growth with revenue of roughly Rs
17 billion. In India, the sector employs approximately 80,000 people. Amusement and
theme parks are shown to boost tourism all around the world, including India. In
India, the government is giving substantial regulatory assistance, including everything
from various tax breaks to the necessary infrastructure. Despite being frequently
overlooked, it has proven to be a driving force in the development of India's hotel
business.

Several surveys reveal that visiting theme parks is one of the most popular outdoor
activities in several Indian metropolises, indicating that the sector's future is
promising. Aside from that, theme parks contribute to the local economy in the areas
where they are located. While the government constructs infrastructure for amusement
parks, the community benefits as well. Locals' quality of life improves as a result of
newly produced jobs. They also provide an opportunity for local companies such as
restaurants, transportation, and retail to flourish.

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Top players in the sector
 Adlabs Imagica, Pune
 Essel World, Mumbai
 Wonderla, Bangalore
 Queens Land, Chennai
 Ramoji Film City, Hyderabad
 Kingdom of Dreams, Delhi

Conclusion

India, known for its ancient tradition of Atithi Devo Bhava or ‘guest is god’ has been
hosting foreigners for ages. From Kashmir to Kanyakumari and from Guhar Moti to
Kibithu, the country offers an immense opportunity to the hospitality industry. From
beautiful snow-capped mountains to desserts, from plateaus to ocean beaches, the
hospitality industry in India is indeed an enriched one.

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 1.2 Classification of Hotels

1. On the basis of the service levels hotels can be classified as:

A. Budget: A budget hotel is one with limited amenities at a lower average price
per night generally suitable for low-cost travel for backpackers and young
people.

B. Luxury: Luxury refers to a combination of facilities and style and something

which one doesn't normally experience at home. A luxury hotel is a hotel that
is upscale and typically costs more than the average accommodation.

C. Suite: A suite in a hotel or other public accommodation, denotes a class of

luxury accommodations, the key feature of which is multiple rooms. Suites
offer multiple rooms, with more space and furniture than a standard hotel
room. A suite will include a living or sitting room. Kitchen facilities are also
added in many suites.

2. On the basis of the theme the hotels can be classified as:

A. Boutique: Small but exclusive property that caters to the affluent clientele
with an exceptional level of service at premium prices. Typically boutique
hotels are furnished in a themed, stylish, and/or aspirational manner. Boutique
hotels also were known as Design hotels are often individual and focused on
offering their services in a comfortable, intimate, and welcoming setting

B. Heritage: Heritage means that it is related to history. Heritage hotels are

generally some old palaces, mansions, bungalows or some other historical
places converted into hotels for guests.

C. Ecotel: Ecotel is a new concept in hospitality that claims to work for

environment protection and preservation. They recycle things, ask customers
to reuse towels, etc. All eco-certified hotels must pass a detailed inspection
and satisfy stringent criteria designed by environmental experts.

3. On the basis of the Target Market, Hotels can be classified as:

A. Commercial: Commercial hotel is a hotel for transients that caters esp. to

salesmen (as by providing rooms for the display of samples). These hotels are
in business and downtown areas, which is where most of the business
travellers stay, as well as those just passing through and need a place just for
the night.

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 B. Resort: A resort hotel is typically in a vacation (resort) area, and caters mostly
to vacationers, especially on beaches. A fashionable hotel in an area where
many people go for recreation. Their goal is to provide every service their
customer requires or desires on-site.

C. Convention: Convention hotel is a hotel that provides facilities and services

geared to meet the needs of large group and association meetings and trade
shows. Typically, these hotels have more than 500 guest rooms and contain
substantial amounts of function and banquet space. It’s a hotel designed and
catering to trade shows and corporate events with adequate conference and
display facilities.

While many features of all these types of hotels are overlapping, the classification has
been done based on major parameters to provide a better understanding of different
types of hotels.

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 1.3 Growth and development

HOSPITALITY INDUSTRY IN INDIA SIZE & SHARE ANALYSIS - GROWTH

TRENDS & FORECASTS (2023 - 2028)

The Report Covers the Future of the Hotel Industry in India and the Market is
segmented by Type (Chain Hotels and Independent Hotels) and by Segment (Service
Apartments, Budget and Economy Hotels, Mid and Upper Mid-Scale Hotels, and
Luxury Hotels).

The Hospitality Industry in India is estimated at USD 23.50 billion in 2023 and is
expected to reach USD 29.61 billion by 2028, growing at a CAGR of 8% during the
forecast period (2023-2028).

The hospitality sector in India has experienced considerable growth over the last few
years and has a great deal of potential to continue growing in the future. Numerous
travellers from throughout the world have been drawn to the country because of its
diverse and rich culture. Both domestic and foreign tourists now recognise India as a
place to go on a spiritual vacation. India's ranking in the World Economic Forum's
travel and tourism competitiveness index has increased steadily, rising from 65th in
2013 to 34th in 2019.

The hotel and tourism sector, which contributed 7.5% to the GDP, has been
expanding at a solid rate. India ranks first in the Greenfield category and is one of the
top 100 nations for ease of doing business (EoDB). The Government of India (GoI)
has chosen Chennai, Goa, Kochi, Mangalore, and Mumbai ports to develop them as
cruise tourism hubs in order to boost the country's FDI ranking internationally and to
support the cruise tourism industry. These terminals will have amenities including
dining, retail, and hospitality.

Due to travel restrictions put in place to prevent the coronavirus epidemic, less than
three million international visitors visited India in 2020, a decline of over 75% from
the year before. The guidelines for the Market Development Assistance (MDA)
scheme for providing financial support to stakeholders for the promotion of domestic
tourism have been modified to increase the scope and reach of the scheme and to
provide maximum benefits to the stakeholders. This is done to incentivize
stakeholders in the tourism industry. Additionally, promotional activities, including

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internet advertising, have been added, and the amount of financial aid that is
permitted has been increased.

According to data issued by the National Statistical Office (NSO) on August 31,
2020, the COVID-19 pandemic has had a severe impact on India's economy, with the
hotel sector being one of the worst-hit sectors with a 47% contraction in April-June
2020. May 2020 saw a 77% decrease in occupancy for the hotel sector compared to
the same month last year. The COVID-19-related disruptions have had a significant
impact on the domestic hotel sector, which is expected to experience a loss of more
than 65% in 2021.

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 1.4 India Hospitality Market Trend

The market is being driven by an increase in the number of hotel projects.

The growing number of hotel projects in India is propelling the country's hospitality
industry. The current year's occupancy in India's hospitality industry was in the 59-61
percent range, up 15-17 percentage points (pp) over the previous year. However,
average rates (ARR) have fully recovered in the current year, being 37-39 percent
higher than the previous year. As a result, Rev PAR climbed by 89-91 percent over
the previous year in the current year.
Hotel firms increased their growth ambitions in the current year, resulting in a more
than 33 percent rise in brand signings by keys over the previous year, driven by a
solid recovery in demand.
During the year, 166 new hotels with 14,885 rooms were signed, while 90 hotels with
5,702 rooms were rebranded. Hoteliers have continued to diversify their portfolios
into leisure destinations as well as Tier 3 and Tier 4 cities, realizing the vast untapped
potential in these locations.
Furthermore, during India's G20 chairmanship till November 2023, over 200 G20
meetings are planned to be hosted in 55 locations in the country. The Indian hotel
industry stands to benefit considerably from this development, as there will be huge
additional demand for hotels in the cities where the events will take place.
Three worldwide hotel chains announced the launch of their luxury brands in India in
April 2023. Hilton's Waldorf Astoria and Minor Hotels' Anantara brands will make
their India debuts in Jaipur, while Radisson will launch its Radisson Collection brand
in Hyderabad. Fairmont Hotels & Resorts revealed plans to develop a hotel in Agra in
2025.

Government initiatives to attract more tourism, as well as an increase in tourism,

are driving the market.

The Indian hospitality business is primarily driven by buoyant domestic demand, the
resurrection of inbound travel, government of India is renewed emphasis on tourism
expansion, which is estimated to contribute USD 250 billion to the country's GDP by
2030. The government recognizes the importance of the tourist industry as a job
creator and plans to push it on a mission with active engagement from all
stakeholders, including public-private partnerships.

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The revival of 50 additional airports, heliports, and water aerodromes to increase
regional air connectivity, as well as the development of fifty tourism destinations as a
complete package for domestic and international tourism, bodes well for the sector, as
does the government's continued emphasis on infrastructure development, including
significant investment in railways and last-mile connectivity. Furthermore, the
decrease in personal income tax will enhance disposable income, driving demand in
the tourist and hospitality sectors.

The market is being driven by travel and tourism. According to the current year report
of the Indian Tourism Statistics, India got 677.63 million domestic tourist visits in the
previous year. The percentage has improved by 11.05% since the previous year, when
it was 610.22. Tamil Nadu, Uttar Pradesh, Andhra Pradesh, and Karnataka were the
leading states in terms of domestic visits. The tourism sector in India has begun to
rebound, with a record number of nations contributing to Foreign Tourist Arrivals
(FTAs) numbers this year.

Total FTAs in India increased by 406.6% from January to July 2022, reaching
2,764,975. The high increase in FTAs is the consequence of various driving forces,
including the COVID-19 Vaccination drive, the Indian Government's 'Heal in India'
and 'Heal by India' initiatives, and several other infrastructure measures.

Overview of the Indian Hospitality Industry

The Hospitality Industry in India report includes the major foreign players as well as
the significant indigenous players in the Indian hotel and hospitality industry. India's
hospitality industry is vibrant and growing. It has higher growth potential for both
national and foreign players interested in entering the nation's hospitality business.
Oberoi Hotels & Resorts, The Park Hotel, ITC Hotels, Lemon Tree Hotels, and Taj
Hotels are among the market's significant participants.

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 1.5 Introduction of the company

On August 3, 2020, the boutique hotel opened its doors to visitors with the goal of
providing a unique and personalized experience. It soon garnered popularity for its
nicely decorated rooms and attention to detail after opening in a property with
charming architecture.

The boutique hotel encountered hurdles in its early days because to the COVID-19
pandemic, but it quickly adapted by instituting tight safety procedures and boosting
local tourism. Its reputation increased over time, drawing travellers looking for a mix
of modern luxury and good ambiance.

The hotel evolved throughout time, adding its facilities and amenities while remaining
faithful to its boutique concept. Guests praised the hotel's warmth, individualized
service, and commitment to sustainability and community involvement.

As the world began to recover from the pandemic, the boutique hotel experienced an
upsurge in international tourists lured by its distinct character and glowing reviews. It
quickly became a popular location for special celebrations, weddings, and corporate
retreats.

The boutique hotel had become an established landmark and a cherished destination
for Indian tourists by the time it celebrated its third anniversary in 2023, continuing to
create cherished moments for its guests as it embraced its legacy and looked forward
to an exciting future.

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 Company Profile

1 Hotel Name Galleria Luxury Boutique Hotel

2 Address 150 ft Ring Road, Near Umiya

Circle, Rajkot.360005 Gujrat
(India)
3 Mobile No. +91 7777909925

4 E-Mail id info@[Link]

5 Accounting Year 1st April to 31st march

6 Bankers South Indian Bank, Rajkot.

7 Managing Director Mukeshbhai Hanj

8 General manager Manish Srivastava

9 Forms of organization LLP

10 Year of establishment 3th august 2020

11 Nature of business Restaurant & Hospitality

12 No. of Employees 45

13 Working time 24*7

14 Website [Link]

15 Star 4 star

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Hotel Management Chart

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 1.6 Vision & Mission

Vision:

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Our boutique hotel aspires to be the premier destination for visitors, business
travellers, and guests looking for a personalized and memorable experience. We
imagine a destination where modern luxury meets timeless charm, where we can
deliver outstanding service and leave lasting memories for our guests.

Mission:

Our goal is to provide a warm and welcoming environment that caters to the specific
needs of each visitor, business leader, and guest. We strive to exceed expectations by
providing exceptional service, well planned amenities, and a dedication to
ecologically sustainable practices. We want to be the first choice for people looking
for a unique and exciting stay, with an emphasis on detail and a commitment to
providing a home away from home.

1.7 Company product profile

1) Accommodation

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The accommodation sector of the hospitality industry is concerned with providing
customers with a place to stay temporarily. It is most commonly associated with the
tourism industry, where people book holidays or trips and require lodgings. Still, the
accommodation sector also caters to locals seeking a short break from their everyday
routine or those who require temporary accommodation for almost any other purpose.

Bed & Breakfasts

B&B, are small establishments offering overnight stays and breakfast in the morning.
Most B&B owners live in the property, while guests are provided with a private room
and, in most cases, will also have a private or en suite bathroom. However, bathroom
facilities are sometimes shared.

Room Plan

AP : American plan
(Room with Breakfast + Lunch + Dinner)
MAP : Modified American plan
(Room with breakfast + Lunch/ Dinner)
CP : Continental plan
(Room with Breakfast)
EP : European plan
(Only Room)

Stay
Arguably the most obvious form of accommodation in the hospitality industry, hotels
cater to people who require overnight or longer-term stays. Aside from offering
lodgings, they tend to provide various other services, including room service,
housekeeping, and facilities for eating and drinking. They have type with various
Bank and company of Rajkot city as well as state level company. (Union bank,
iShare, kich)

2) Food & Drinks

Hospitality industry guide

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While food and drinks are necessities, most food and drinks services also fall under the
hospitality industry umbrella because they offer people a way of spending their leisure time
and disposable income and an opportunity to socialize and enjoy an experience. Again, the
food and drinks sector caters to many customers, including tourists, locals, ex-pats, and
passers-by.

Restaurants
Restaurants provide customers with food and drink services, with the food either being eaten
in the establishment or taken away for consumption. This section of the hospitality industry
includes fine dining restaurants, takeaway restaurants, fast food restaurants, and a variety of
other restaurant types. The Galleria Hotel Have Rivaaj Restaurant and Marina Rooftop for
serving Food & Drinks.

Catering
Catering services are food services provided within a particular site, or in a more remote
location, where food and drink are not necessarily the main service. Examples include
catering provided at parks, arenas, stadiums, hotels, event venues, and on certain forms of
public transport. The Galleria Hotel provide catering to customer on their premises like
Banquet Hall, Conference, and Meeting Room etc.

Cafés
Cafés offer customers options to socialize and enjoy food and drinks. They also tend to be a
more casual option than most sit-in restaurants. Cafés generally focus on coffee, tea, and light
snacks. The Galleria Hotel Have Rooftop Café, this is one of the best view cafe for sun rising
and sun set as well as night view.

Other Service:
Banquet

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Conference Room
Meeting Room
Currency Exchange
Pick & Drop Facility
Doctors on Call
Barber on Call &
Laundry Service

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32
 1.8 Functional Department

1. Front Office Department

The front office section of a hotel is typically regarded as the hotel's nerve centre
because it handles responsibilities such as booking, receiving, registering, allocating
rooms, and paying bills for visitors staying at the hotel.
The Gallery Hotel is no exception. The front desk personnel greets visitors, assists
them in checking in, packing their baggage, providing room keys and mail, answering
inquiries about things to do in and around the hotel, and finally checking out.

2. Housekeeping Division

The hotel's cleaning staff is in charge of the cleanliness, upkeep, and aesthetic appeal
of all guest rooms and public areas, as well as the ongoing care and maintenance of all
public spaces.
Those who excel in house management are dedicated to mentoring, developing, and
encouraging sophisticated and diverse abilities. The most significant aspects
determining whether our guests return and suggest our hotel to others are service and
cleanliness.
The Galleria Hotel performs all of the aforementioned operations in addition to
maintaining the entire facility, soliciting input from visitors, and attempting to meet
their demands.

3. Department of Food and Beverage Service

The food and beverage department is in charge of serving customers. In the Food &
Beverage facility, clients are served meals prepared in the kitchen and drinks prepared
at the bar. Food and beverage establishments include restaurants, bars, hotels, airlines,
cruise ships, railroads, corporations, schools, universities, hospitals, jails, and escape
rooms.
The gallery also employs approximately 45 restaurant employees, servers, and cooks.

In general, there are three types of services here:

1) Waiter service
2) Self-service
3) Assisted Service

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4. Accounts Department

This department handles all financial transactions. The accounting department is in

charge of a variety of tasks. Accounting responsibilities include customer billing, bill
collection, account reconciliation and invoicing, merging of numerous jointly owned
firms, budgeting, and periodic financial reporting.
It is also common practice to maintain effective internal controls over all corporate
activities (to prevent theft and improper asset ownership), to manage external audits,
and to engage with banks. Accounting departments may manage taxes internally on
occasion, although this duty is frequently outsourced to external tax accountants.
There is also an accounting section at the gallery. Typically, 2 persons handle all
accounting transactions and processes in this office.

5. Human Resource Department

A hotel's Human Resources department is responsible for acquiring, utilizing,

training, and developing its human resources.

HR is also in charge of running an impartial and internal justice system that promotes
transparency and open communication within the firm. Aside from maintaining
competitive working conditions for employees, the Human Resources department acts
as a progressive voice inside the system.

6. Security Division

The hotel's security department is in charge of the building's general security as well
as the safety of inside guests, visitors, day users, and personnel.
A large number of personnel are normally affiliated with the security department. The
main gate is guarded by two personnel. Each car has two persons assigned to it for
security and parking. You two look after your luggage and keep it safe.
One person is assigned to the welcoming area. Each area also has security cameras,
which are really useful.

34
7. Sales and Marketing Section

The department's primary responsibility is to bring in new business and improve sales
of the hotel's products and services.
Galleria does not have a designated sales and marketing department, but it is generally
the responsibility of every member of the management team. Galleria does not place
as much emphasis on digital marketing. They delegated the responsibility of SSM
(social media marketing) to a third party. They did not, however, receive a favourable
response from this exercise.

35
 1.9 Five Force Model

1. Threat of New Entrants:

Assess possible competitors' entrance hurdles in the hospitality industry, particularly
the hotel company. New entrants may be discouraged by factors such as brand
recognition, significant financial requirements, and creating consumer loyalty through
experiential marketing. Other group of chain hotel like Taj, Lalit, and Marriott
International.

2. Bargaining Power of Customers:

Examine the effect that experiential marketing has on clients' perceptions of The
Galleria Hotel. Consider variables such as the originality of the experience provided,
customer satisfaction, and the market's availability of alternatives.

3. Bargaining Power of Suppliers:

Examine the interactions between hotels and suppliers, particularly those involved in
the development of experiential marketing campaigns. Consider how much The
Galleria Hotel relies on certain vendors and how they may impact the overall
experience of its customers.

4. Threat of Substitutes:
Identify prospective replacements for The Galleria Hotel's experience marketing, such
as other hotels or other types of entertainment and leisure. Consider how these
substitutions might impact consumer loyalty and retention.

5. Competitive Rivalry:
Analyse the hospitality industry's competitive landscape, with an emphasis on
different properties and how to handle experiential marketing. To measure
competitive strength, it examines marketing methods, customer loyalty programs, and
overall customer experience. Competitor of Galleria Hotel are, Sayaji, Fortune
( ITC ), Lagoon, Regent RPJ,

36
 Part-2

INTRODUCTION OF STUDY

37
 2.1 BACK GROUND OF THE STUDY

Study of The Galleria Hotel on the Impact of Experiential Marketing on Customer

Loyalty seeks to investigate and analyse the relationship between the hotel's
experiential marketing methods and its customers' loyalty. Experiential marketing
focuses on providing clients with unique and engaging experiences that strengthen
their emotional connection with the company.

Galleria Hotels is known for its luxury amenities and great service, wants to know
how its unique experiential marketing activities influence guest loyalty and repeat
visits. This study intends to explain how personalized service, interactive events, and
engagement activities contribute to the development of long-term connections with
customers by investigating factors such as these.

The study will collect data from the hotel's loyal clients or other people and examine
their opinions, preferences, and loyalty patterns using a combination of quantitative
and qualitative methodologies. The findings will provide useful insights into the
success of experiential marketing as a technique for increasing customer loyalty and
retention at The Galleria Hotel, as well as practical implications for the hotel industry
as a whole.

This study's analysis into the impact of experiential marketing will provide helpful
assistance as The Galleria Hotel strives to increase client loyalty and retain its
competitive position in the hospitality market. The hotel may build long-lasting
relationships with its patrons by connecting their marketing efforts with client
aspirations for memorable experiences, resulting in improved loyalty, positive
evaluations, and sustainable economic success.

38
Experiential Marketing
Customer Satisfaction
-Sense
1 -Conformity of
-Feel
Satisfaction
-Think
-Ease of obtaining
-Act products
-Relate - Need Fulfilled

2 Customer Loyalty 3
-Say positive things

-Recommend friends

-Continue purchasing

39
 2.2 Literature Review

At the 2009 Association for Consumer Research Conference, Chris Janiszewski, in

his Presidential Address, presented a passionate plea for an increased study of
consumer experiences (Janiszewski, 2009). ‘‘So what is our opportunity? In what
substantive areas do we, as a discipline, have a special interest and a competitive
advantage?’’ he asked. ‘‘The answer is ‘consumer experience.’’’

Carpenter, Glazer, and Nakamoto (1994) have labeled experiential attributes as

irrelevant and as meaningless differentiation and were surprised that they seemed to
be valued by consumers.
Hoch (2002) has viewed experiences as ‘‘seductive’’ and argued that consumers put
more value on experience than they should. The argument that experiences should be
viewed with suspicion dates back more than 200 years to German philosopher who
contrasted experience with reason. In Book 1, Section 1 of the Critique of Pure
Reason,

Kant (2008) wrote, ‘‘nothing, indeed, can be more harmful or more unworthy of the
philosopher, than the vulgar appeal to so-called experience.’’

Kotler and Keller (2009) state that these indicators consist of repeat purchases
(loyalty to product purchases), retention (resistance to negative influences on the
company), and referrals (referencing the total essence of the company). Customer
satisfaction is basically related to the level of a person's feelings after comparing the
performance or results that customers feel with their expectations.

Kotler and Keller (2013) customer satisfaction is the feeling of a customer who is
satisfied or disappointed with the results of comparing the perceived performance of
the product or results in relation to customer expectations.

Schmitt (1999) states that in order to approach, gain, and retain loyal customers,
producers through their products need to provide unique, positive, and memorable
experiences to consumers. Experiential Marketing is a process of offering products
and services by marketers to consumers by stimulating consumer emotions which
results in various experiences for consumers further dividing experiential types
marketing into five dimensions, namely sensory experience (sense); affective

40
experience (feel); creative cognitive experience (think); physical experience,
behaviour and lifestyle (act); and socioidentity experiences resulting from a
relationship with a reference community or culture (relate).
Pham (2007) proposed that feelings may tap into a separate, but not necessarily less
logical system of judgment and that any generalized statement about the rationality or
irrationality of feelings may not be valid. Also, there is evidence that under certain
conditions too much reasoning is not good for decision making.

Wilson, Lisle, Hodges, Klaaren, and LaFleur (1993) have shown that when
choosing among certain objects – posters of paintings by Monet and Van Gogh, for
example – people were less satisfied with their personal choice when they were asked
to think about their reason of choice because they focused on attributes that were easy
to verbalize rather than on the experiential reasons for their choice. Thus, it is
questionable which information should be considered as relevant and rational, or
irrelevant and irrational. Moreover, feelings can provide information, and consumers
can use the informational value of feelings as a heuristic: ‘‘I feel good about it: I must
like it’’ Feelings also allow for faster judgments, and their preferences have been
shown to be more consistent.

Stephen & Pham, 2008). People who have high trust in their feelings and
experiences seem to be able to make more money in the ultimatum game and
Consumer Experience and Experiential Marketing.

2.3 Statement of problem

41
 This study addresses the requirement to understand the extent to which The
Galleria Hotel's experiential marketing techniques contribute to client loyalty.

 The primary difficulty is finding the exact experiential marketing elements that
have a substantial impact on customer pleasure, and total hotel loyalty.

 The research intends to bridge the information gap surrounding the impact of
experiential marketing in the hotel industry by investigating this link, providing
actionable insights for The Galleria Hotel to adjust their tactics and enhance client
retention in the face of strong competition.

2.4 Objective

42
 The study's goal is to investigate the impact between different experiential
marketing aspects and their relationship of customer satisfaction, and overall hotel
loyalty.

 The research strives to deliver significant insights to The Galleria Hotel and the
hotel by understanding these dynamics in order to improve customer retention and
competitive advantage.

43
Part-3: RESEARCH METHODOLOGY

3.1 Hypothesis

44
 1. Null Hypothesis (H0): There is no significant impact of past interactions on
consumer perceived value.

2. Alternative Hypothesis (H1): There is significant impact of past interactions

on consumer perceived value.

1. Null Hypothesis (H0): There is no significant association between occupation

and loyalty of customer.

2. Alternative Hypothesis (H1): There is significant association between

occupation and loyalty of customer.

1. Null Hypothesis (H0): There is no significant impact of customer satisfaction

on loyalty of customer.

2. Alternative Hypothesis (H1): There is significant impact of customer

satisfaction on loyalty of customer.

3.2 Research methodology

In essence, research technique is the "how" of a certain piece of study. In more precise
terms, it defines how a researcher designs a study methodically. This is done to ensure
meaningful and trustworthy results that are relevant to the study's goals and
objectives.
It contains

 Describe your methodological approach.

 Explain how you will collect data.

 Explain your analysis process.

 Assess and justify your methodological decisions.

3.3 Source and tools of data collection

45
A research design is a set of strategies and procedures for gathering information. It is the
project's general operational pattern or structure that specifies what information is to be
collected from which sources by which producer.

Type of Research

Descriptive research

Descriptive research seeks to correctly and methodically describe a population,

circumstance, or phenomena. It cannot answer why inquiries despite its ability to answer
what, where, when, and how. A descriptive research design might employ a range of
research methods to study one or more variables. Unlike in experimental research, the
researcher just observes and assesses variables, rather than controlling or manipulating
them.

3.4 Source of Data

Primary as well as secondary

Primary data refers to the first hand data gathered by the researcher himself.
Secondary data means data collected by someone else earlier.

3.5 Sampling Method

Convenience sampling Method

Sample Size: 128

3.6 Data Collection instrument

Case studies, checklists, interviews, observations, and surveys or questionnaires are

all data collection tools. It is critical to select data gathering tools since research is
conducted in a variety of ways and for a variety of goals.

I choose the Questionnaire tool via Google Form. Because the Questionnaire tool is a
simple approach to obtain information from the sample.

46
 4. ANALYSIS AND INTERPRETATION OF DATA

Q-1. What is your age?

47
 A. 18 – 25
B. 25 – 30
C. 30 – 35
D. 35 – 40

18 – 25 106
25-30 14
30-25 5
35-40 3

Age
A.18 – 25 B. 25 – 30 C. 30 – 35 D. 35 – 40

4%2%

11%

83%

The results show that the bulk of the group is younger, with the biggest concentration
between the ages of 18 and 25. The percentage of individuals drops as the age ranges
expand, indicating a general pattern of declining representation as age increases.

Q-2. What is your occupation?

48
 A. Business
B. Job
C. Student
D. Other

Business 57
Job 43
Student 23
Other 5

Occupati on
A. Business B. Job C. Student D. Other

4%

18%

45%

34%

The interpretation of this data demonstrates that the majority of the group (44.5%)
identifies as Business, indicating a strong number of individuals engaged in business.
The second most popular category is "Job" (33.60%), showing that a sizable portion
of the group works in various professions.

The "Student" category (18%) includes a sizable proportion of people active in

academic activity. The "Other" group (3.9%) is smaller, indicating a minority working
in unusual or unusual occupations. Overall, the data shows a varied range of
vocations, with a strong emphasis on education and employment, followed by
entrepreneurial ventures and other less common roles.

Q-3. What is your income?

49
 A. Less than 350000
B. 350000 to 450000
C. 450000 to 550000
D. Above 550000

Less than 350000 87

350000 to 450000 19
450000 to 550000 11
Above 550000 11

Income
A. Less than 350000 B. 350000 to 450000 C. 450000 to 550000 D. Above 550000

9%

9%

14%

69%

The interpretation of this data suggests that the greatest proportion of the group
(68.8%) has incomes below the "Less than 350,000" level, indicating that a significant
majority has incomes below this barrier. The bracket "350,000 to 450,000" (14.1%)
represents a smaller section with slightly higher income levels, followed by the
bracket "450,000 to 550,000" (8.6%).

Interestingly, both the "Above 550,000" and "350,000 to 450,000" brackets contain
the same proportion (8.6%), implying that these income levels may overlap. Overall,
the data shows a distribution in which the vast majority of the group makes less than
350,000, with decreasing percentages earning progressively higher amounts.

Q- 4. How frequently do you stay at hotel for leisure or business purpose?

50
 A. Very frequently
B. Frequently
C. Occasionally
D. Rarely
E. Never

Very frequently 18
Frequently 28
Occasionally 43
Rarely 25
Never 14

Stay hotel for leisure / business purpose

A. Very frequently B. Frequently C. Occasionally D. Rarely E. Never

11% 15%

20%
20%

34%

When this data is interpreted, the most common response is "Occasionally" (33.60%),
indicating that a considerable fraction of the group engages in hotel stays on a regular
basis. The percentages for "Frequently" (20.30%) and "Rarely" (20.30%) are similar,
demonstrating that a significant share of people either stay at hotels more frequently
or less frequently. "Very frequently" (14.8%) represents a significantly smaller
proportion of the group that stays in hotels more frequently.

The "Never" option (10.9%) is the lowest sector, showing that a minority of people in
the group never stay in hotels. Overall, the data shows a wide range of hotel stay
frequency, with a substantial percentage of people opting for occasional stays and
others varying in their interaction with hotel accommodations.
Q-5. When choosing a hotel, which is most important to you?

51
 A. Price and value for money
B. Location and accessibility
C. Brand reputation and image
D. Personalized experience and service
E. Loyalty rewards and benefits

Price and value for money 59

Location and accessibility 57
Brand reputation and image 42
Personalized experience and service 51
Loyalty rewards and benefits 28

Chart Title

A. Price and value for money 59

B. Location and accessibility 57

C. Brand reputation and image 42

D. Personalized experience and service 51

E. Loyalty rewards and benefits 28

0 10 20 30 40 50 60 70

Important factor to choose hotel

When this data is interpreted, it is clear that "Price and value for money" (59) and
"Location and accessibility" (58) are the top priorities for the majority of respondents,
showing the importance of cost-effective options and handy hotel locations.
"Personalized experience and service" (50) immediately follows, emphasizing the
significance of personalized and attentive guest care.

"Brand reputation and image" (41) is prominent, indicating that a large number of
people consider the hotel's image and recognition. "Loyalty rewards and benefits"
(28) has the lowest score, indicating that loyalty programs are less important. In
general, the research reveals that a mix of cost, location, quality service, and
personalisation are important factors in determining hotel choices among the
questioned group.

52
Q-6. Have you ever chosen a hotel due to a specific marketing campaign or promotion
that caught your attention?
A. Yes
B. No

Yes 77
No 51

Marketi ng campaign that caught your att enti on

A. Yes B. No

40%

60%

When this data is interpreted, it is clear that the majority of respondents (60.2%) had
picked a hotel based on a compelling marketing campaign or promotion at some
point. This suggests that well-executed marketing efforts are important in recruiting
potential attendees. However, a sizable proportion (39.8%) is unaffected by such
promotions while making hotel reservations.

Overall, the evidence suggests that effective marketing activities can have a
considerable impact on individuals' hotel selection decision-making processes.

53
Q-7. In your opinion, what defines a memorable and positive hotel experience?
A. Friendly and attentive staff
B. Unique and personalized services
C. Special events or activities for guests
D. Exceptional amenities and facilities
E. Engaging social media presence
F. Satisfaction

Friendly and attentive staff 78

Unique and personalized services 68
Special events or activities for guests 54
Exceptional amenities and facilities 42
Engaging social media presence 24
Satisfaction 69

Memorable and positi ve hotel experience

Memorable and positive hotel experience

A . F r i e n d l y a n d a tt e n ti v e s t a ff 78

B . U n i q u e an d p er so n al i zed ser v i c es 68

C . S p e c i a l e v e n t s o r a c ti v i ti e s f o r g u e s t s 54

D . E x c e p ti o n a l a m e n i ti e s a n d f a c i l i ti e s 42

E. En gagi n g so c i al m ed i a p r esen c e 24

F . S a ti s f a c ti o n 69

According to these statistics, "Friendly and attentive staff" (78) is seen as the most
important component in establishing a great hotel experience, highlighting the
importance of warm and responsive client interactions. "Unique and personalized
services" (69) and "Satisfaction" (69) are both highly regarded, emphasizing the
importance of specialized offerings and overall satisfaction. "Special events or
activities for guests" (54) are also important in improving guest engagement and
contributing to a happy stay.

"Exceptional amenities and facilities" (42) contribute to guest comfort. "Engaging

social media presence" (29) is regarded as less important. Overall, the evidence
indicates that true guest-focused services, personalization, contentment, and engaging
experiences are critical in building long-lasting positive impressions of hotel stays.
54
Q-8. Have you ever participated in any experiential marketing events or activities
organized by a hotel you stayed it?
A. Yes Frequently
B. Yes Occasionally

55
 C. No

Yes Frequently 37
Yes Occasionally 38
No 53

Paarti cipated in expirenti al marketi ng acti viti es

A. Yes Frequently B. Yes Occasionally C. No

30%

41%

29%

According to the data, a sizable proportion of respondents had taken part in such
events or activities to some extent. The combined percentages of "Yes Frequently"
(29.7%) and "Yes Occasionally" (28.9%) show that a sizable number of people have
participated in hotel experiential marketing activities.

However, a sizable proportion (41.4%) state that they have not attended such
gatherings. This shows that, while many visitors have participated in experiential
activities, there is still room for hotels to potentially extend their services in order to
engage additional customers.

Q-9. How do you feel when hotel remembers your preference and past interactions
during your stay?
A. Valued and appreciated

56
 B. Indifferent
C. Uncomfortable
D. Intrusive

Valued and appreciated 89

Indifferent 25
Uncomfortable 9
Intrusive 5

Your preference and past experience during your

stay
A. Valued and appreciated B. Indifferent
C. Uncomfortable D. Intrusive

4%
7%

20%

70%

When interpreting this data, the majority of respondents (69.5%) feel that hotels have
a positive impact on the feelings of their guests by showing awareness of their
preferences. While a significant percentage (19.5%) are “indifferent,” their overall
mood is positive. A smaller percentage (7%) express “uncomfortable” feelings that
can be attributed to privacy concerns.

The most common comment was "I'm in" (3.9%), indicating that remembering
preferences often does not elicit strong negative reactions. Overall, the evidence
shows that customized attention improves guest views and satisfaction, with only a
minority of guests having reservations about the practice.

Q-10. Which of the following factors would most likely influence you to become a
loyal customer of a hotel?

57
 A. Regular communication and personalized offers
B. Exclusive loyalty program benefit
C. Consistently positive experience during stay
D. Social media engagement and interaction
E. Incentives for referrals

Regular communication and personalized offers 74

Exclusive loyalty program benefit 54
Consistently positive experience during stay 69
Social media engagement and interaction 27
Incentives for referrals 25

Chart Title
likely influence you to become a loyal customer of a hotel

A . R e g u l a r c o m m u n i c a ti o n a n d p e r s o n a l i z e d
o ff e r s 74

B . E x c l u s i v e l o y a l t y p r o g r a m b e n e fi t 54

C . C o n s i s t e n t l y p o s i ti v e e x p e r i e n c e d u r i n g s t a y 69

D . S o c i a l m e d i a e n g a g e m e n t a n d i n t e r a c ti o n 27

E . I n c e n ti v e s f o r r e f e r r a l s 25

According to this research, "Regular communication and personalized offers" (73)

have the greatest influence, highlighting the importance of tailored engagement and
special discounts in fostering loyalty. "Consistently positive experience during stay"
(68) follows closely, emphasizing the importance of enjoyable stays. "Exclusive
loyalty program benefits" (54) are also important loyalty drivers.

While "Social media engagement and interaction" (28) and "Incentives for referrals"
(25) have a smaller influence. Overall, the research highlights the importance of
personalized communication, consistent positive experiences, and tangible loyalty
rewards in creating and retaining loyal hotel consumers.
Q-11. How important is the overall brand reputation and image of a hotel in
influencing your decision to book a stay?

58
 A. Very important
B. Important
C. Neutral
D. Not very important
E. Not at all important

Very important 53
Important 44
Neutral 26
Not very important 5
Not at all important 0

brand reputati on and image of a hotel in infl uenc -

ing your decision to book a stay
.A. Very important B. Important C. Neutral
D. Not very important E. Not at all important

4%

20%

42%

34%

When this data is interpreted, it is clear that a sizable part (42.2%) considers the
"Overall brand reputation and image" to be "Very important" when selecting a hotel,
highlighting the powerful influence of a well-established brand. Another sizable
group (33.6%) considers it "Important," indicating that brand reputation is a critical
consideration for a sizable majority.

The "Neutral" option (20.3%) implies that some respondents have a balanced
viewpoint, possibly indicating that other variables influence their views. Few think it's
"not very important" (3.9%), and none think it's "not at all important," reflecting the
widespread consensus on the importance of brand reputation in decision-making.
Q-12. Would you be willing to pay a premium for a hotel that consistently delivers
exceptional experiential and relationship marketing efforts?

59
 A. Yes
B. No

Yes 94
No 34

willing to pay a premium

A. Yes B. No

27%

73%

When this data is interpreted, it is obvious that a large majority of respondents

(72.7%) are willing to pay a premium for a hotel that consistently provides great
experiential and relationship marketing initiatives.

This demonstrates the importance that people place on unique and individualized
guest experiences. However a minority (27.3%) would not pay such a premium, the
large "Yes" response demonstrates a great desire in investing in memorable and
unique hotel stays.

Q-13. How likely are you to recommend a hotel to friends or colleagues based on
your previous experience?

60
Extremely likely
1
2
3
4
5
Extremely unlikely

1 35
2 36
3 35
4 15
5 7

Chart Title
to recommended a hotel to friends or colleagues based on your previous experience
Series2

35 36 35

15
7

1 2 3 4 5

Interpreting this data, it is clear that most respondents have a positive attitude towards
recommending hotels. High scores for “very likely” (36), “very likely” (34), and
“somewhat likely” (35) indicate that a significant proportion tend to recommend
based on positive experiences.

Conversely, low scores for “very unlikely” (16) and “extremely impossible” (7)
indicate that you may be less inclined to recommend smaller portions. Overall, the
data show a generally positive trend towards hotel recommendations, with the

61
majority of respondents indicating that they are open to sharing their positives with
friends and colleagues.

Q-14. How much satisfied with The Galleria Hotel?

Very Satisfied

62
1
2
3
4
5
Unsatisfied

1 37
2 30
3 37
4 14
5 10

Chart Title
Satisfied with The Galleria Hotel

37 37
30

14
10

1 2 3 4 5

Interpreting this data, it is clear that the largest proportion of respondents fall into
“neutral” (37), suggesting a balanced sentiment about their satisfaction with the
Galleria Hotel. A significant proportion are “very satisfied” (39) and “satisfied” (28),
but there is a small group representing “unsatisfied” (14) or “spicy satisfaction” (10)
experiences.

The data reveal a mix of emotions, with a slightly higher percentage expressing
satisfaction. A “neutral” response can indicate varying levels of satisfaction and
potential areas for improvement. Overall, the data reflects a range of feelings about
the hotel's performance, notably being satisfied and appreciative.

63
5. STATISTICAL ANALYSIS

64
Step 1
H0: There is no significant impact of past interactions on consumer perceived value.
H1: There is significant impact of past interactions on consumer perceived value.

Step 2
Here, I have used chi-square test to the data for hypothesis testing

Step 3
The appropriate significance level, α = 0.05

Step 4
Degree of freedom = N-1
= 4-1
=3

Observation oi ei (oi-ei)2/ei
Indifferent 25 25.6 0.0140625
Intrusive 5 25.6 16.5765625
Uncomfortable 9 25.6 10.7640625
Valued and appreciated 89 25.6 157.0140625
184.36875

X 2 = 184.36875

Step: 7
Table Value < Calculated Value
7.81<184.36875

Step 8

The chi square test was conducted for testing the statistically significant of the impact
of past interactions on consumer perceived value at 5% significant, the calculated
65
value is 184.36875 which is greater than table value 7.81ther for the alternative
hypothesis H1 is accepted and alternative hypothesis H0 is rejected.

Step 1
H0: There is no significant association between occupation and loyalty of customer.
H1: There is significant association between occupation and loyalty of customer.

66
Step 2
Here, I have used chi-square test to the data for hypothesis testing

Step 3
The appropriate significance level, α = 0.05

Step 4
Degree of freedom = [(c-1)*(r – 1)]
= (6– 1)*(4-1)
= 15

oi Table
Friendly Unique Special Exceptio Engaging Satis Total
and and events or nal social facti
attentive personali activities amenitie media on
staff zed for s and presence
services guests facilities

Business 41 28 26 15 9 38 157
Job 24 29 18 19 9 20 119
Student 13 8 9 7 4 9 50
Other 1 2 1 1 0 3 8
79 67 54 42 22 70 334

ei Table

Friendly Unique and Special Exceptional Engagin Satisfaction

and personalize events or amenities g social

67
 attentive d services activities and media
staff for facilities presence
guests
Busines 37.13473 31.49401 25.38323 19.74251 10.34132 32.90419
s
Job 28.14671 23.87126 19.23952 14.96407 7.838323 24.94012

Student 11.82635 10.02994 8.083832 6.287425 3.293413 10.47904

Other 1.892216 1.60479 1.293413 1.005988 0.526946 1.676647

(oi-ei)2/ei Table

Friendly Unique and Special Exceptiona Engaging Satisfaction

and personalize events or l amenities social
attentived services activities and media
staff for facilities presence
guests
Business 0.402327 0.387633 0.014986 1.139239 0.173975 0.789178

Job 0.610913 1.101911 0.079857 1.088522 0.172166 0.978535

Student 0.116474 0.410836 0.103832 0.080758 0.151595 0.208756

Other 0.420697 0.097328 0.066561 3.56E-05 0.526946 1.044504

X 2 = 10.16756

Step: 7
Table Value >Calculated Value
24.99>10.16756

Step 8
The chi square test was conducted for testing the statistically significant of association
between occupation and loyalty of customer at 5% significant, the calculated value is
10.16756 which is less than table value 24.99 there for the alternative hypothesis H1 is
rejected and alternative hypothesis H0 is accepted.

68
Step 1
H0: There is no significant impact of customer satisfaction on loyalty of customer.
H1: There is significant impact of customer satisfaction on loyalty of customer.

Step 2

69
Here, I have used chi-square test to the data for hypothesis testing

Step 3
The appropriate significance level, α = 0.05

Step 4
Degree of freedom = n-1
= 5-1
=4

Observation oi ei (oi-ei)2/ei
Very Satisfied 37 25.6 5.0765625
Satisfied 30 25.6 0.75625
Neutral 37 25.6 5.0765625
Unsatisfied 14 25.6 5.25625
Very Unsatisfied 10 25.6 9.50625
25.671875

X 2 = 25.671875

Step: 7
Table Value > Calculated Value
9.48<25.671875

Step 8
The chi square test was conducted for testing the statistically significant of impact of
customer satisfaction on loyalty of customer at 5% significant, the calculated value is
25.671875 which is greater than table value 9.48 there for the alternative hypothesis H1
is accepted and alternative hypothesis H0 is rejected.

70
 6. RESULTS AND FINDINGS

Customers stayed at The Galleria Hotel occasionally, mainly for leisure or business
purposes. The main factors influencing customers' choice of The Galleria Hotel were
price and value for money based on location and accessibility.

71
A significant 60% of customers were drawn to a hotel because of a particular
marketing campaign or promotion that piqued their interest. Our guests have
attributed an unforgettable and pleasant experience to our friendly and caring staff,
unique and personalized service and overall satisfaction.

While 30% of our guests have participated in an experiential marketing event or

activity organized by the hotel during their stay, the vast majority have not engaged in
any such activity.

Hotels have demonstrated a strong ability to remember guests' preferences and

interactions throughout their stay, which has contributed to enhancing the guest
experience. Regular communication, personalized offers and consistently positive
experiences have been shown to be important factors that can increase customer
loyalty to a hotel.

For willingness to pay a premium for a special experience guests expressed

willingness to pay a primes for a hotel that consistently delivers a superior experience
and relationship marketing effort.

7. LIMITATION

As the results of this study may be specific to The Galleria Hotel and its unique
markets, it may be difficult to generalize the results to other hotels or industries with
different customer bases and marketing strategies."

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Also there is also limitation of demographic as well as limitation of responds of the
research. Here researcher take limited question for testing hypothesis.

8. Conclusion

This study showed that experiential marketing plays an important role in customer
loyalty at The Galleria Hotel.

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By focusing on factors hotel can satisfied customer and creating loyal customer such
as personalized service, premium room, brand reputation and image of a hotel,
consistent positive experiences.

Hotels can effectively promote long-term guest loyalty and even mandate rewards for
exceptional service.

When applying test that time study say there is significant impact of past interactions
on consumer perceived value. There is no significant association between occupation
and loyalty of customer. There is significant impact of customer satisfaction on
loyalty of customer.

9. ANNEXURE

Q-1. What is your name?

Q-2. What is your age?
A. 18 – 25
B. 25 – 30

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 C. 30 – 35
D. 35 – 40
Q-3. What is your occupation?
A. Business
B. Job
C. Student
D. Other
Q-4. What is your income?
A. Less than 350000
B. 350000 to 450000
C. 450000 to 550000
D. Above 550000
Q- 5. How frequently do you stay at hotel for leisure or business purpose?
A. Very frequently
B. Frequently
C. Occasionally
D. Rarely
E. Never
Q-6. When choosing a hotel, which is most important to you?
A. Price and value for money
B. Location and accessibility
C. Brand reputation and image
D. Personalized experience and service
E. Loyalty rewards and benefits
Q-7. Have you ever chosen a hotel due to a specific marketing campaign or promotion
that caught your attention?
A. Yes
B. No

Q-8. In your opinion, what defines a memorable and positive hotel experience?
A. Friendly and attentive staff
B. Unique and personalized services
C. Special events or activities for guests
D. Exceptional amenities and facilities
E. Engaging social media presence
F. Satisfaction

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Q-9. Have you ever participated in any experiential marketing events or activities
organized by a hotel you stayed it?
A. Yes Frequently
B. Yes Occasionally
C. No
Q-10. How do you feel when hotel remembers your preference and past interactions
during your stay?
A. Valued and appreciated
B. Indifferent
C. Uncomfortable
D. Intrusive
Q-11. Which of the following factors would most likely influence you to become a
loyal customer of a hotel?
A. Regular communication and personalized offers
B. Exclusive loyalty program benefit
C. Consistently positive experience during stay
D. Social media engagement and interaction
E. Incentives for referrals
Q-12. How important is the overall brand reputation and image of a hotel in
influencing your decision to book a stay?
A. Very important
B. Important
C. Neutral
D. Not very important
E. Not at all important
Q-13. Would you be willing to pay a premium for a hotel that consistently delivers
exceptional experiential and relationship marketing efforts?
A. Yes
B. No

Q-14. How likely are you to recommend a hotel to friends or colleagues based on
your previous experience?
Extremely likely
A. 1
B. 2
C. 3
D. 4
E. 5

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 Extremely unlikely
Q-15. How much satisfied with The Galleria Hotel?
Very Satisfied
1
2
3
4
5
Unsatisfied

10. WEBILIOGRAPHY

1. [Link]

2. [Link]
india#:~:text=Hospitality%20Industry%20In%20India%20Market
%20Analysis,period%20(2023%2D2028)

77
3. [Link]

4. [Link]
domain/item/overview-of-hospitality-industry

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