Impact of Customer Relationship Management on Customer Satisfaction: The Case of a Budget Hotel Chain
Cast your vote
You can rate an item by clicking the amount of stars they wish to award to this item.
When enough users have cast their vote on this item, the average rating will also be shown.
Your vote was cast
Thank you for your feedback
Thank you for your feedback
MetadataShow full item record
AbstractCustomer Relationship Management (CRM) is a successful marketing strategy that has been proven to improve customer satisfaction and retention in the hotel business. CRM can bring many benefits to the hotel business, though there are some associated challenges such as the implementation process, which can prove to be time consuming, expensive, and complex in nature. Such challenges often bring a significant risk of failure, and these risks become more significant in budget hotels, due to inadequate supporting budgets and the lack of strong branding and loyalty schemes. This study considers the changes that have emerged in the last decade as regards customer expectations when staying in budget hotels. We use qualitative approaches to investigate the overlaps between customer expectations and managers’ perceptions of CRM applications. The findings reveal that regardless of all changes, value for money and core products continue play a critical role in customers’ overall satisfaction of budget hotels. This suggests there is a need to align management and customer perspectives on CRM, in order to optimize customer value in terms of delivery and experience. Keywords: Customer Relationship Management (CRM), Customer Satisfactions, Satisfaction Criteria, Customer Expectation and Budget Hotels.
CitationRahimi, R., & Kozak, M. (2017). Impact of Customer Relationship Management on Customer Satisfaction: The Case of a Budget Hotel Chain. Journal of Travel & Tourism Marketing, 34 (1), pp 40-51
PublisherTaylor & Francis
JournalJournal of Travel & Tourism Marketing
The following licence applies to the copyright and re-use of this item:
Showing items related by title, author, creator and subject.
Towards a Successful CRM Implementation in Banks: An Integrated Model.Eid, Riyad (Informaworld: Routledge (Taylor & Francis), 2007)In recent years, customer relationship management (CRM) has been the favoured theme for numerous studies and reports. Yet, there is a lack of systematic empirical evidence regarding the critical success factors (CSFs) for the CRM implementation, the activities that are affected by the use of the CRM programmes, and their consequent performance outcomes. In this article, we document the role of the CRM programmes in the banking sector and identify marketing activities that are affected by CRM usage. Taking a sample of 159 banks that utilise a CRM system, we found a substantial positive effect of the CRM usage on relationships effectiveness and marketing objectives. The results of this study have major implications for marketing people, as they suggest the notion that the CRM critical success factors should be implemented holistically rather than piecemeal to achieve the full potential of the CRM. The findings also stress the central role of customer services in the successful implementation of CRM programmes within banks.
Customer relationship management research in tourism and hospitality: a state-of-the-artRahimi, Roya; Köseoglu, Mehmet Ali; Ersoy, Ayse Begum; Okumus, Fevzi (Emerald Publishing Ltd, 2017-05-16)Purpose: This study aimed to provide a critical review of the evolution of customer relationship management (CRM) research in the hospitality and tourism field. Design/methodology/approach: The study conducted a thorough systematical literature review by collecting papers from 14 leading tourism and hospitality journals. The examination of the literature is first based on the evolution of CRM notion and its definitions. Next, CRM studies in the literature that are related to hospitality and tourism were assessed based on their timelines and themes. Thirdly, the studies were classified based on CRM components and its impacts on firms’ performances. Findings: The literature review provided an in-depth understanding on the progress of CRM based on the selected topics and suggests a redesigned research agenda for scholars, graduate students, and practitioners. Implications: This study provides new and meaningful avenues for further research in CRM in hospitality and tourism area. Originality/value: CRM has a key role in business performance and increased customer satisfaction and retention, specifically in the context of the service industry. To date, scholars have produced an abundant number of CRM related studies in tourism and hospitality journals. In this study, the progress of CRM research conducted in the tourism and hospitality sector is critically reviewed.
Sports operations management: examining the relationship between environmental uncertainty and quality management orientationBamford, David; Hannibal, Claire; Kauppi, Katri; Dehe, Benjamin; Operations Management, The Business School, University of Huddersfield, Huddersfield, UK; Operations Management, University of Wolverhampton Business School, Wolverhampton, UK; Logistics and Supply Chain Management, Aalto University School of Business, Helsinki, Finland; Operations Management, The Business School, University of Huddersfield, Huddersfield, UK (Taylor & Francis, 2018-02-22)Research question: The outcome of a sporting competition is uncertain and one of the key reasons for the sustained popularity of spectator sport. Whilst unique and exciting, this context poses challenges for the management of the sporting experience as there is no control over the outcome of the competition; a disappointing result on-field may translate to a disappointing overall experience for the spectators. We wish to understand if and how quality management practices can be used in off-field operations to mitigate on-field uncertainty, and thus have greater control over spectator perception of the sporting experience. Research methods: A multi-country survey of operations managers of sporting stadia in the United Kingdom, United States, Canada, Australia and New Zealand was conducted. We operationalize environmental uncertainty as spectator co-creation and enforced collaboration, and assess quality management orientation from both a customer and process perspective. Linear regression is used for data analysis. Results and Findings: Surprisingly, we find that environmental uncertainty does not encourage the orientation of quality management practices towards the customer. Instead, we find a greater application of process focus. In considering sporting fans as passive customers rather than active co-creators of value, quality management practices seem to have skewed towards process rather than person. Implications: Customer satisfaction appears as secondary to process performance in the sample of stadia examined. This is in contrast to studies that have encouraged a focus on the customer in contexts of environmental uncertainty. We suggest a renewed focus on the customer for the longevity of sporting stadia.