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The survival of hotels depends on increasing service quality and value. However, traditional management approaches are not sufficient to achieve this. Increasing quality and value depends on improving service production. Based on continuous improvement philosophy, 5S is an appropriate business model for hotels. 5S represents the initial letters of the words seiri (organization), seiton (order), seiso (cleanliness), seiketsu (standardization) and shitsuke (discipline) in Japanese that emerged as the most prominent issues during the long-continued quality studies. 5S intends that the employees focus on value in an orderly, safe, clean, comfortable and positive work environment. As such, the 5S components are crucial for service quality; hotels already have relative experiences on these. However, hotels’ practices are generally independent of each other and limited to certain areas. In order to achieve quality and value objectives, hotels should integrate 5S components within a formal business model and thus take the synergistic advantageous. 5S enables all employees and managers, independent of the job title, to gain value-oriented thinking. Further, 5S supports the organizational integration quite essential for hotels. Based on quality pillars, 5S forms a robust ground for advanced quality systems and various innovations. This conceptual study offers an insight into 5S as a valuable business model with regard to hotels’ requirements.    Key words: Management approach, business model, 5S, quality, value.

A conceptual evaluation of 5S model in hotels