Microsoft Word 2007 ichrie conference Proceedings Final-Final 06-06-07. doc

Key Words:
customer satisfaction, leisure-oriented retirement communities 
INTRODUCTION 
With the aging of western society in general, and the pending retirement of the baby boomers specifically, 
leisure-oriented retirement communities (LORCs) (Foults & Meir, 2002) are becoming an increasingly important 
accommodation option for retirees (Streib, 2002) as well an emerging career path for hospitality management 
graduates. In the U.S., the percentage of adults 65 and over who currently prefer to live in retirement communities is 
now estimated to range from a low of 7% (Omoto & Aldrich, 2006) to a high of 17% (Brooks, 2001). Notably, the 
increased acceptance of retirement communities has taken place before the leading edge of baby boomers has 
retired.
The growth potential of the retirement community market has not escaped the attention of the major 
international hotel chains. In 1999, both Host Marriott
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and Hyatt had senior living entities that were ranked in the 
top 20 management companies in the U.S. (Schless, 2000) in terms of retirement community units managed. In 
2004, Classic Residences by Hyatt was ranked # 24 in the U.S. with 17 senior living communities and more than 
5,000 residential units under management
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. Given the functional disciplines common to both hotels and retirement 
communities in the built environment (e.g. design, construction, development) as well as operational management 
(e.g. overnight accommodation, food and beverage, sports programming, recreational and social programming), it is 
likely that other hotel and hospitality-related organizations will investigate this burgeoning market.
Seniors researchers generally classify communities of retirees along a continuum: Naturally Occurring 
Retirement Communities (NORCs), Leisure-Oriented Retirement Communities (LORCs), and Continuing Care 
Retirement Communities (CCRCs) (Streib, 2002). NORCs are not “officially” age-restricted communities, but 
communities that grow organically to predominantly serve the accommodation and service needs of retirees, without 
necessarily excluding non-retirees. LORCs are age-restricted, purpose-built communities for active and independent 
retirees offering a variety of built amenities, services, and social benefits. While LORCs are often “gated” residential 
communities, they are not necessarily so. CCRCs offer a continuum of care over the remaining lifespan for 
individuals or couples that require or anticipate requiring assistance with the activities of daily living, and progresses 
to include full-time skilled nursing care when increased frailty necessitates these services (Jenkins, Pienta, & 
Horgas, 2002). This paper focuses exclusively on LORCs, and the types of consumer satisfaction (or dissatisfaction) 
that accrue to residents of LORCs. 
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In 2003, Sunrise Senior Living acquired Marriott Senior Living Services, making Sunrise the largest senior living 
manager in the USA. At that time, Marriott Senior Living Services managed over 120 communities, and was 
responsible for the accommodation of more than 30,000 senior residents (http://www.sunriseseniorliving.com). 
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http://www.seniorshousing.org/outsideofstore/misc/50managers.aspx. 

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