Value Innovation Through Pre-Arrival Room Customization: A Blue Ocean Strategy Design for App-Enabled Hospitality Personalization

作者

  • Ivan Renz Benosa First Asia Institute of Technology and the Humanities ##default.groups.name.author##
  • Ramon George Atento First Asia Institute of Technology and the Humanities ##default.groups.name.author## https://orcid.org/0009-0001-7598-1443
  • Vens Charice Martinez First Asia Institute of Technology and the Humanities ##default.groups.name.author##
  • Jasper Mendoza First Asia Institute of Technology and the Humanities ##default.groups.name.author##
  • Rhinella Mesias First Asia Institute of Technology and the Humanities ##default.groups.name.author##
  • Glen Carlo Rivera First Asia Institute of Technology and the Humanities ##default.groups.name.author##

##doi.readerDisplayName##:

https://doi.org/10.65166/0h7xt639

关键词:

Blue Ocean Strategy, hospitality innovation, service personalization, mass customization, customer experience design, unit economics

摘要

This study develops a Blue Ocean Strategy–oriented strategic design for TailorStay, an app-enabled hospitality service that introduces pre-arrival hotel room layout customization as a new basis of competition in an industry typically characterized by standardized room configurations and price-led differentiation. The proposal addresses a service gap wherein guests have limited ability to align room layouts with purpose-specific needs (e.g., business productivity, relaxation, family use, accessibility) prior to check-in. Using a structured value-innovation approach, the study applies the Eliminate–Reduce–Raise–Create (ERRC) grid, a strategy canvas, and a buyer utility map, complemented by customer-journey logic to specify how customization can be operationalized through hotel partnerships and flexible room systems. The resulting strategic architecture emphasizes eliminating one-size-fits-all layouts and reducing reliance on unnecessary amenities, while raising personalization, satisfaction, and brand differentiation through experience-centered value. A basic unit-economics feasibility layer outlines fixed and variable cost categories and computes a break-even threshold of 2,000 bookings under stated assumptions (₱7,000,000 fixed costs; ₱5,000 selling price; ₱1,500 variable cost per booking). As a conceptual design proposal, the contribution lies in integrating Blue Ocean tools with managerial costing to articulate a coherent path to differentiation; empirical validation through pilot implementation and customer-response measurement is identified as a necessary next step.

 

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已出版

2026-02-16

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卷 1 期 1 (2026): February 2026: Journal of Enterprise Strategy and Management Innovation

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