Developing an integrated revenue management and customer relationship management approach in the hotel industry

2015 ◽  
Vol 14 (2) ◽  
pp. 97-119 ◽  
Author(s):  
Amirhossein Vaeztehrani ◽  
Mohammad Modarres ◽  
Samin Aref
Keyword(s):  
Revenue Management ◽  
Customer Relationship Management ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Approach

The Role of Information Technology and Customer Relationship Management Practices in Egyptian Hotels— A Descriptive Study in Sharm El Sheikh Hotels

2019 ◽  
Vol 9 (4) ◽  
pp. 47-63
Author(s):  
Nancy Awadallah Awad ◽  
Sherif Gamal Saad
Keyword(s):  
Information Technology ◽  
Customer Relationship Management ◽  
Management Practices ◽  
Customer Orientation ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Hotel Performance ◽  
Operational Excellence

Information technology plays a significant role in the practice of customer relationship management (CRM) in hotels, such as helping to achieve profitability through operational excellence, lower costs, and valuing the customer's time. This research aims to examine the influence of information technology and customer relationship management practices on the performance of hotels in Egypt a case of Sharm El Sheikh hotels. To achieve these objectives, two questionnaires were designed to collect respondent's answers. It is recommended to hotels to enhance CRM practices to increase hotel performance and improve information technology to match customer orientation and CRM practices challenges and therefore making Sharm El Sheikh hotels more competitive in the global hotel industry

Implementing Customer Relationship Management (CRM) in hotel industry from organizational culture perspective

2016 ◽  
Vol 28 (1) ◽  
pp. 89-112 ◽  
Author(s):  
Roya Rahimi ◽  
Ebru Gunlu
Keyword(s):  
Organizational Culture ◽  
Multiple Regression ◽  
Customer Relationship Management ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Content Type ◽  
Qualitative Approaches ◽  
The Impact

Purpose The purpose of this research is to empirically investigate the impact of organizational culture on implementing customer relationship management (CRM) in the hotel industry. Design/methodology/approach The research is conducted with a quantitative approach and a questionnaire adapted from Denison Organizational Culture Survey, and the Mendoza CRM model is the research instrument. The questionnaire was administered among 346 managers of a chain hotel in the UK. Gathered data were subjected to correlation and multiple regression analyses. Findings The correlation analysis demonstrates that organizational culture factors of adaptability, consistency, staff involvement and mission have a positive significant impact on CRM implementations. The multiple regression analysis further showed that though CRM implementation is highly correlated with these four factors, its successful implementation is not dependent on all of them. Research limitations/implications The research is conducted in the frame of a case study where a UK chain hotel is selected; therefore, the findings cannot be generalized to a larger population. This research is conducted in the context of hotel industry and the result might be different for other industries. Due to the limitation in access to all employees, only managers were selected as the sample of the study and future studies with all staff may show different results. Practical implications Organizational culture readiness is one of the most important requirements in CRM implementation initiatives. The results of this study will benefit hotel managers in measuring their organizational culture and improve it toward better CRM outcomes. Originality/value Previous studies on organizational culture and CRM with qualitative approaches have tried to highlight the role of organizational culture on CRM implementation or some have attempted to identify the organizational culture factors with potential impact on CRM implementations. However, very few of these studies have empirically investigated the impacts of organizational culture on CRM implementation, and this is the first study that empirically investigates this impact in the context of the hotel industry.

scholarly journals Relationship between CRM Strategy and Hotels’ Performance with Reference to Madurai

2020 ◽  
Vol 8 (4S4) ◽  
pp. 41-44
Keyword(s):  
Organizational Performance ◽  
Customer Relationship Management ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Survey Area ◽  
To Come ◽  
The Impact ◽  
Potential Customers

Customer Relationship Management is an ideology to manage company’s interaction with existing and future customers. Today it is an inevitable for any business because of heavy competition and globalization. Every organization thrives to withstand in the competition for that they have to retain their customers as well as develop their products. Especially for the hotel industry it has to come up with distinctive ideas to show their uniqueness in the industry as well as with their current and potential customers. However there will be a limited study in the survey area about CRM. This observation strive to manifest how the impact of Customer Relationship Strategy with organizational performance

Applications of Customer Relationship Marketing in the UK Hospitality Industry

2010 ◽  
Vol 1 (4) ◽  
pp. 1-21 ◽  
Author(s):  
Geoff Lancaster ◽  
Diana Luck
Keyword(s):  
Relationship Marketing ◽  
Customer Relationship Management ◽  
Hospitality Industry ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Customer Relationship Marketing ◽  
The Uk

This paper aims to research the hospitality industry to gauge dimensions of Customer Relationship Management (CRM) that resonate with guests and employees. An uncovering of perceptual differences of hotel guests and employees was sought to assess its application within the London hotel industry and to investigate CRM as an emerging concept. The global hotel market contains many brands and partnerships, and CRM is significant, because differentiation becomes easier for those with potential to develop long-term customer relationships. Despite being differentiated by star ratings, most hotels in London offer similar core products and services. In this regard, development of relationships with customers can be considered emphatic to the London hotel industry. Methodologically, triangulation of data and theories was used in this paper to investigate staff and customers. A standardised questionnaire gauged elements regarded as being part CRM with the objective to assess differential CRM perceptions and their relevancy to the hotel industry in contemporary terms. Findings suggest CRM become an integral part of a hotel’s offerings and operations.

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