While, the design experts acknowledged that it takes time to create the desired atmosphere, they were not likely to perceive any risks associated with atmosphere investments. Their consensus was that atmosphere is important and directly linked to
the financial bottom line. Among the hospitality managers, a more nuanced view was prevalent. To overkill with atmosphere and thereby lose attention on the main product
was a recognized risk. There is a clear conflict between operational requirements and focus on atmosphere. One of the hotels in our sample, which had received several
design awards, reported significant financial difficulties and was eventually taken over
by the bank. While the interior design of another hotel’s restaurant had received
international recognition, the lack of practical solutions (for instance no place for empty bottles) led to constant friction between waiters and chefs. Focusing on a serene/tranquil atmosphere (as the cozy and intimate hotel did) might impose restrictions with regard to saving labor costs and expanding the scale of operations.
Consequently, in our opinion, the link between atmosphere and profitability appears to
be complex, and depends on a number of additional factors.