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A variety of things must be considered by organizations wanting to develop creative settings in health care. These include making sufficient resources available, such as money and physical space, but also coordination and consultation regarding intellectual property and licensing; facilitating access to engineers, software developers, and behavioral scientists; making providers and patients available to innovators; maintaining a sufficiently long-term perspective; and isolating the innovation group from operational demands. This paper looks at best practices, success factors, and problems in the development of strategic innovation in the hotel industry in general, as well as in the sales, marketing, and revenue management divisions in particular.