## 4 Results and Discussion
### Results and Discussions of Kano-IPA Analysis
#### 4.4.3 Suggestions for Attribute Improvement and Priority  
With the obtained performance and importance of the six attributes, the attribute priority rankings for resource allocation concerning four hotel star ratings are obtained by integrating the Kano categories of six attributes with the IPA plot, as shown in Table 12. The attribute priority rankings are divided into two groups, namely, \(Room>Service>Sleep quality>Value>Cleanliness>Location\) for low-star (three stars, two stars and below) hotels, and \(Service>Sleep quality>Value>Cleanliness>Room>Location\) for high-star (five-star and four-star) hotels. For low-star hotels, room (an excitement factor) is of the first priorities to get improved since it is very important, but it performs poorly from the perspective of customers. According to sub-attributes results, some effective measures can be taken to improve the room performance, such as paying attention to improving the facilities, tidiness, room size and soundproofing. The importance and performance of service, sleep quality and value are \begin{table}
\begin{tabular}{c c c c c} \hline \hline \multirow{2}{*}{**Attribute**} & \multicolumn{5}{c}{**Hotel Star Rating**} \\ \cline{2-5}  & **2-Star and Below** & **3-Star** & **4-Star** & **5-Star** \\ \hline Value & 4 & 4 & 3 & 3 \\ Location & 6 & 6 & 6 & 6 \\ Service & 2 & 2 & 1 & 1 \\ Room & 1 & 1 & 5 & 5 \\ Cleanliness & 5 & 5 & 4 & 4 \\ Sleep quality & 3 & 3 & 2 & 2 \\ \hline \hline \end{tabular}
\end{table} 
Table 12: The attribute priority rankings of the six attributes for resource allocation concerning four hotel star ratings. Figure 7: The IPA plots concerning four hotel star ratings. low. Service and sleep quality are basic factors which can cause numerous complaints when they perform poorly, while value is an excitement factor which can generate more customer satisfaction when it performs well. Service's importance is higher than sleep quality, so service and sleep quality are respectively given the second and third priority for resource allocation for improvement. Regarding service, improving staff's skill and attitude is important, and more professional, friendly and polite staff are needed. Moreover, hotel managers should pay attention to beds, pillows and soundproofing facilities to improve customers' sleep quality. Value is given the fourth priority for improvement. The importance of value is significantly higher in low-star hotels than in high-star hotels, which indicates that customers who choose low-star hotels are more likely to emphasize value for money. Offering a variety of discounts, reasonable price and member reward is helpful to enhance customer satisfaction. Lastly, cleanliness and location are the strengths of hotels, which should be well maintained. Considering cleanliness is considered more important than location, cleanliness is given the fifth priority for resource allocation to get improved. For high-star hotels, there are no attributes that should be improved urgently. However, it is still necessary to invest resources and effort in service, sleep quality and value. Service is given the highest priority for resource allocation for improvement. From Figure 7, it can be concluded that service performs much better in five-star hotels than other hotels and its importance gradually increases, but it has not been the strength of five-star hotels yet. Unlike common service aspects which should be strengthened for low-star hotels, some advanced service aspects need to be improved. For example, improving staffing levels, providing more proactive, pet-friendly and infant-related service, multilingual receptionists, etc., are preferable ways to obtain more customer satisfaction. Sleep quality (a performance factor) and value (an excitement factor) are given the second and third priorities, respectively, and their importance is very low.