Customer relationship management for hotels in Hong Kong

2010 ◽  
Vol 22 (2) ◽  
pp. 139-159 ◽  
Author(s):  
Ada S. Lo ◽  
Lawrence D. Stalcup ◽  
Amy Lee
Keyword(s):  
Customer Relationship Management ◽  
Value Chain ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Content Type ◽  
Hotel Managers ◽  
And Control ◽  
Depth Interviews

PurposeThe purpose of this study is to investigate how hotels are implementing customer relationship management (CRM) practices at the property level.Design/methodology/approachSemi‐structured in‐depth interviews were conducted with 45 hotel managers from 17 hotels. The interviews were recorded, transcribed, and analyzed using content analysis.FindingsAll participating hotels have practices in place to manage customer relationships. The most commonly cited goal for CRM is guest retention. Evaluation and control are perceived as very important activities not only to create value for the customers, but also to track the performance of the guest contact departments and the customers' evaluations of the hotel/restaurant experiences.Research limitations/implicationsThe sample is probably biased towards hotels that are most interested in CRM and are heavily weighted towards higher tariff properties.Practical implicationsThe study modified Buttle's CRM value chain to analyze hotels' CRM practices. Results of the study provide a source for industry practitioners to compare and benchmark their practices and to obtain useful CRM ideas.Originality/valueCRM‐related research in the hotel industry has looked at a variety of specific practices and its role in achieving overall objectives at the corporate strategic level. Yet, no research has been done to investigate CRM practices at the property level for hotels using the CRM value chain.

The impact of customer knowledge and customer relationship management on service quality

2014 ◽  
Vol 6 (1) ◽  
pp. 77-96 ◽  
Author(s):  
Shu-Mei Tseng ◽  
Pin-Hong Wu
Keyword(s):  
Service Quality ◽  
Customer Relationship Management ◽  
Management Practices ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Future Research ◽  
Customer Knowledge ◽  
Content Type ◽  
The Impact

Purpose – Enterprises realize that customers are their most important asset and recognize that a high level of customer satisfaction can only be achieved by enhancing service quality. Thus, how enterprises acquire customer knowledge by which to initiate and maintain customer relationships, as well as to enhance service quality has become an important issue. The paper aims to discuss these issues. Design/methodology/approach – This study uses a questionnaire and statistical analytical techniques to explore the impact of customer knowledge and customer relationship management (CRM) on service quality. Findings – The results indicated that customer knowledge has a positive influence on service quality and CRM is the partial intervening variable between customer knowledge and service quality. That is, customer knowledge enhances the CRM, while CRM, in turn, increases service quality and provides competitive advantages. Research limitations/implications – This research explored the impact of customer knowledge and CRM on service quality based on the company's perception and there was no validation on the customers' perception of the company. Therefore, it is suggested that future research should involve company staff, current customers, and latent customers to strengthen the triangulation. Practical implications – The results found that customer knowledge is indeed an important source of competitive advantage. Hence, enterprises should acquire valuable customer knowledge in order to enhance the relationship with customers, as well as enhance their service quality. Originality/value – There is still little related literature investigating the relationships amongst customer knowledge, CRM, and service quality. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of customer knowledge and CRM on service quality. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.

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 The Impact of Customer Relationship Management (CRM) Technology on  Business-to-Business Customer Relationships

2021 ◽  
Author(s):  
◽  
James Edward Richard
Keyword(s):  
Technology Adoption ◽  
Conceptual Model ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Relationship Model ◽  
Relationship Performance ◽  
The Impact ◽  
Depth Interviews

<p>Recent academic and practitioner studies suggest that Customer Relationship Management (CRM) provides improved business opportunity, yet has received mixed performance reviews in the extant literature. This research explored the relationship between CRM technology adoption, market orientation and relationship marketing, and the subsequent impact on business relationships and relationship performance. A conceptual model was developed based on the literature and information obtained through one-to-one in-depth interviews. The model incorporated key relationship constructs; trust, commitment and communications quality, and investigated the impact of CRM technology adoption on these constructs and relationship performance. In addition the firm's market and technology orientation was considered as critical antecedents to the adoption of CRM technology. The research incorporated a two-phased, cross-sectional design. The first research phase was exploratory, utilising one-on-one in-depth interviews with key informants. The objective was to explore the conceptualised CRM technology adoption - customer relationship model for robustness and realism. These findings were used to refine the CRM technology adoption - customer relationship model and the measurement instrument before proceeding with the explanatory phase of the study. The explanatory phase of the research consisted of an instrument development stage - creating, testing and finalising the research instrument, followed by a quantitative study of medium and large business in the manufacturing, services and wholesale industries in New Zealand. The objective of this stage of the research was to test and validate the CRM technology adoption - customer relationship model and measurement instruments. Measures of CRM technology adoption were collected from the supplier firms, while measures of relationship strength and relationship performance were collected separately from the customer perspective. The benefits for practitioners include methods to improved relationship and business performance from CRM technology implementation. The key benefit for academia is the development of a conceptual model linking CRM technology to RM, and providing insights into the synergies available from technology.</p>

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.

Applications of Customer Relationship Marketing in the UK Hospitality Industry

2012 ◽  
pp. 188-209
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.

The effect of customer relationship management (CRM) dimensions on hotel customer’s satisfaction in Kashmir

2020 ◽  
Vol 6 (3) ◽  
pp. 601-620
Author(s):  
Maraj Rahman Sofi ◽  
Irfan Bashir ◽  
Mohammad Ashraf Parry ◽  
Altaf Dar
Keyword(s):  
Customer Satisfaction ◽  
Customer Relationship Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Content Type ◽  
Customer Information ◽  
Hospitality Sector ◽  
Hotel Managers

Purpose The study aims to investigate the effect of four customer relationship management (CRM) dimensions, namely, customer orientation, customer relationship management organization, managing knowledge and CRM based technology, on customer satisfaction in the hospitality sector of Kashmir. Design/methodology/approach A survey instrument with a slight modification is adapted from literature and is exercised on the customers of three- and four-star hotels operating in Kashmir. A total of 176 responses received using systematic random sampling were subjected to exploratory factor and regression analyses to uncover the underlying relationships among dependent and independent variables. Findings The results revealed a significant and positive relationship between CRM dimensions, namely, customer orientation, managing knowledge and CRM organization on customer satisfaction. Though the results also indicate a significant positive effect of CRM-based technology on customer satisfaction, the magnitude of this effect is very weak. This suggests that hotel organizations use technology as a mere tool to store customer information only. Thus, CRM-based technology should be used by the hotels to analyze customer information and, subsequently, design customized products. This will unravel the full potential of the technology and lead to better customer satisfaction. Practical implications The findings of this study provide significant insights to the practitioners to understand the role of successfully implementing a CRM strategy. It reflects that establishing an effective CRM strategy helps managers in improving customer satisfaction and in maintaining a long-term relationship with customers to achieve the organizational goals. Thus, establishing an efficient and effective CRM strategy should be (one of) the key objectives for all hotel managers. Moreover, the hotels that successfully implement CRM strategy and manage customer knowledge properly will reap the rewards in terms of better customer loyalty and long-term sustainable profitability. Originality/value This study approaches the implementation of CRM strategy from a customer perspective with a specific focus on investigating the effect of four CRM dimensions on customer satisfaction in the hospitality sector. This will provide a novel impetus to the hotel managers to devise and manage a CRM strategy that leads to (better) customer satisfaction.

scholarly journals The Impact of Customer Relationship Management (CRM) Technology on  Business-to-Business Customer Relationships

2021 ◽  
Author(s):  
◽  
James Edward Richard
Keyword(s):  
Technology Adoption ◽  
Conceptual Model ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Relationship Model ◽  
Relationship Performance ◽  
The Impact ◽  
Depth Interviews

<p>Recent academic and practitioner studies suggest that Customer Relationship Management (CRM) provides improved business opportunity, yet has received mixed performance reviews in the extant literature. This research explored the relationship between CRM technology adoption, market orientation and relationship marketing, and the subsequent impact on business relationships and relationship performance. A conceptual model was developed based on the literature and information obtained through one-to-one in-depth interviews. The model incorporated key relationship constructs; trust, commitment and communications quality, and investigated the impact of CRM technology adoption on these constructs and relationship performance. In addition the firm's market and technology orientation was considered as critical antecedents to the adoption of CRM technology. The research incorporated a two-phased, cross-sectional design. The first research phase was exploratory, utilising one-on-one in-depth interviews with key informants. The objective was to explore the conceptualised CRM technology adoption - customer relationship model for robustness and realism. These findings were used to refine the CRM technology adoption - customer relationship model and the measurement instrument before proceeding with the explanatory phase of the study. The explanatory phase of the research consisted of an instrument development stage - creating, testing and finalising the research instrument, followed by a quantitative study of medium and large business in the manufacturing, services and wholesale industries in New Zealand. The objective of this stage of the research was to test and validate the CRM technology adoption - customer relationship model and measurement instruments. Measures of CRM technology adoption were collected from the supplier firms, while measures of relationship strength and relationship performance were collected separately from the customer perspective. The benefits for practitioners include methods to improved relationship and business performance from CRM technology implementation. The key benefit for academia is the development of a conceptual model linking CRM technology to RM, and providing insights into the synergies available from technology.</p>

Adaptive customer relationship management contingency model under disruptive events

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Lozada-Contreras ◽  
Karen L. Orengo-Serra ◽  
Maria Sanchez-Jauregui
Keyword(s):  
Puerto Rico ◽  
Natural Disaster ◽  
Customer Relationship Management ◽  
Management Strategies ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Content Type ◽  
Contingency Model ◽  
Qualitative Focus Groups

PurposeGiven that few studies examine how disruptive events affect customer relationships during and after the event, this study examines the resilience of companies in Puerto Rico, their underlying vulnerabilities, and how they deployed customer relationship management (CRM) resilience strategies during and after Hurricane Maria.Design/methodology/approachThe study analyzed data gathered from qualitative focus groups composed of 41 firms via an exploratory approach. Participants were business owners and managers of enterprises in Puerto Rico.FindingsAll companies faced critical government infrastructure failures that affected their CRM activities. Firms implemented one or more CRM resilience strategies in response to the natural disaster. Accordingly, a comprehensive, adaptive CRM contingency model was postulated using marketing crisis management strategies discussed in the literature, existing resilience models and research studies in marketing resilience. The adaptive CRM contingency model operationalizes all processes at the business-logic level via the event-driven process chain (EPC) language, thus making it easier to understand and employ.Originality/valueThis study presents a unique model that shows the value of CRM and its capacity to evolve under disruptive environments that affect company–customer relationships. The operationalization of the model allows practitioners, policymakers and academic researchers to better understand how CRM is not only a suitable tool for managing business continuity after a natural disaster but also a mitigating technique for responding to new customer needs and expectations.

UST Global, India: delivering software service solutions

2011 ◽  
Vol 1 (1) ◽  
pp. 1-20
Author(s):  
Balakrishnan Menon
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Services Marketing ◽  
Subject Area ◽  
Customer Relationship ◽  
Management Service ◽  
Content Type ◽  
Customer Delight ◽  
Software Service ◽  
Offshore Development

Subject area Marketing management – services marketing specialization. Student level/applicability MBA/PGDM senior students studying services marketing as a specialization course. Case overview US Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The company earned valuable foreign exchange through software exports for the country and the state over the last ten years. The company has created innovative service differentiators, to impress on its clients, on the advantage of doing business with the company. The cementing customer satisfaction and derived customer delight that the company has created in their clients, has secured stable customer relationship management and customer loyalty. This reinforces the trust they have shown in the services management philosophy adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its unique selling proposition of “few clients and more focus” has resulted in delight of its customers, as they see it as a value addition for their money's worth. The leadership team attributes the success of the company to its fundamental core values and twin strategy of customer centricity and employee focus. Expected learning outcomes These are: customer perception of service; purpose of customer relationship management; service differentiators; and employees' role in delivering successful software service solutions to the customer, etc. Supplementary materials Teaching notes.

scholarly journals The Implementation of Customer Relationship Management (CRM) Supported by SMS Gateway Technology

2019 ◽  
Vol 16 (1) ◽  
pp. 45
Author(s):  
Komang Redy Winatha
Keyword(s):  
Customer Relationship Management ◽  
Service Management ◽  
Environmental Changes ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Web Based ◽  
Customer Data ◽  
Gateway Technology ◽  
Web Based System

Responding to the higher restaurant industry competition, the Mailaku Roemah Nongkrong restaurant was not too flexible in facing an environmental changes. It was still using manual technology while there was an advancing technological developments. It was still applying the internal resources for business development. One way to overcome this problem is by utilizing technology and the concept of customer relationship management (CRM). CRM is a marketing strategy to create and maintain customer relationships and reduce the possibility of customers moving to other competitors. This study presented the development and implementation of CRM in a web-based system that was supported by sms gateway technology. The research methodology that will be used in this study consists of some steps, such as library study, observation, interviews, and system development which was divided into analysis, design, coding, and testing. The result was a web-based system was able to manage customer data, product promotion, and customer service management to create good relationships with customers. This system can be as an alternative for restaurants and customers in establishing practical business communication.

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