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The effects of customer-centricity in hospitality
Affiliation:1. Ecole hôtelière de Lausanne, HES-SO University of Applied Sciences and Arts Western Switzerland, Lausanne 25, Switzerland;2. IULM University Milano, Italy;3. The Hong Kong Polytechnic University, Hong Kong;1. University of Lethbridge, Room S6037, 345 6 Ave SE, Calgary AB T2G 4V1, Canada;2. Hannover, Germany;3. University of Groningen, P.O. Box 800, 9700 AH Groningen, the Netherlands;4. The University of Queensland, UQ Business School, Brisbane, QLD 4072, Australia;1. College of Science & Industry Convergence, Department of Nutritional Sciences and Foodservice Management, Ewha Womans University, 305 Human Ecology Building, 11-1 Daehyun-dong, Seodaemun-gu, Seoul, 120-750, Republic of Korea;2. School of Hotel, Restaurant and Tourism Management, College of Hospitality, Retail, and Sport Management, University of South Carolina, 701 Assembly Street, Columbia, SC 29208, USA
Abstract:Hospitality is a field in which guests’ specific needs and wants should always be given serious consideration by hoteliers. Putting the guest at the centre of all business efforts contributes to generating customer value and enhancing a firm’s competitiveness. Being customer-centric is paramount for hospitality establishments to create and sustain superior customer value. However, there is scant evidence in hospitality marketing literature of a clear understanding of the customer-centricity concept or of the possible effects of its implementation. Using a mixed-methods multiple case study approach, this research studies two different properties that, to some extent, are already engaged in customer-centricity practices through the use of advanced Customer Relationship Manager software. Results clearly show an increase in customer ratings, leading to possible profit implications; a cultural shift within the organizations studied connected with the customer-centricity phenomenon has also been reported.
Keywords:Customer centricity  Competitiveness  Consumer value  CRM  Hoxell
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