مقاله انگلیسی رایگان در مورد مدیریت ارتباط با مشتری در میان هتل های ایرلندی – امرالد ۲۰۱۷

emerald

 

مشخصات مقاله
انتشار مقاله سال ۲۰۱۷
تعداد صفحات مقاله انگلیسی ۲۱ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
منتشر شده در نشریه امرالد
نوع نگارش مقاله مقاله پژوهشی (Research article)
مقاله بیس این مقاله بیس میباشد
نوع مقاله ISI
عنوان انگلیسی مقاله Examining social customer relationship management among Irish hotels
ترجمه عنوان مقاله بررسی اجتماعی مدیریت ارتباط با مشتری در میان هتل های ایرلندی
فرمت مقاله انگلیسی  PDF
رشته های مرتبط مدیریت
گرایش های مرتبط بازاریابی، مدیریت منابع انسانی، مدیریت هتلداری
مجله مجله بین المللی مدیریت مهمانداری معاصر – International Journal of Contemporary Hospitality Management
دانشگاه Department of Business – Letterkenny Institute of Technology – Ireland
کلمات کلیدی مدیریت ارتباط با مشتری، نوآوری، استراتژی بازاریابی، صنعت هتل، CRM اجتماعی
کلمات کلیدی انگلیسی Customer relationship management, Innovation, Marketing strategy, Hotel industry, Social CRM
شناسه دیجیتال – doi
https://doi.org/10.1108/IJCHM-08-2016-0415
کد محصول E8797
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
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بخشی از متن مقاله:
۱٫ Introduction

Despite representing a strategic imperative in the hotel industry (Padilla-Meléndez and Garrido-Moreno, 2014; Rahimi, 2017), several hotels have experienced customer relationship management (CRM) failures (Rahimi and Gunlu, 2016). Whereas previous research has documented several reasons for the failure of traditional CRM technologies (Jayachandran et al., 2005; Trainor, 2012), nascent CRM research is investigating the role of social technologies in achieving success. The proliferation of social media has important implications for the hospitality industry. Social media has led to information-rich and empowered customers within a value cocreation ecosystem (Hennig-Thurau et al., 2010). “Social media have become a valuable resource for tourists’ experiences, where they can explicitly show their qualitative experience as well as their satisfaction/dissatisfaction with tangible attributes concerning a destination” (González-Rodríguez et al., 2016, pp. 19-20). This user-generated content can significantly influence the travel decisions of other customers (Viglia et al., 2016). In short, social networking sites (SNSs) are having a transformative effect in the hospitality industry. They are altering and inverting the manner in which customers collect information in the purchase decision-making process (Li and Chang, 2016). Social media technologies proffer hotels a means of monitoring not only customer reviews but also a platform to proactively respond to them to demonstrate their commitment to customer satisfaction (Kim et al., 2016; Xie et al., 2016). The key benefit of social technologies lies in the ability to capitalise on high-level, real-time interactions taking place among groups of customers in social networks. Firms can now become a part of these interactions and enhance customer engagement through the co-creation of value (Trainor, 2012). Value co-creation, the joint creation of value between a company and its customers (Vargo et al., 2008), “finds particular significance in the tourism and hospitality context given its inherent nature as a potentially proactive service provider” (Chathoth et al., 2016, p. 231). Hence, social CRM, “the integration of traditional customer-facing activities including processes, systems, and technologies with emergent social media applications to engage customers in collaborative conversations and enhance customer relationships” (Trainor, 2012, p. 319), is of particular value to the hospitality and tourism industry, given the centrality of the customer experience to success (Chathoth et al., 2012; Hwang and Seo, 2016; Shaw et al., 2011). Research in hospitality has assessed issues such as the capabilities necessary to integrate social media into CRM (Sigala, 2016), SNSs and relationship termination (Gretzel and Dinhopl, 2014), hotel guest acceptance of social CRM (tom Dieck et al., 2017) and the effects of crowdvoting on hotels (Garrigos-Simon et al., 2017). Wider research has focused largely on determining the antecedents of social CRM, conceptualising social CRM and assessing the direct effects of social CRM on performance (Choudhury and Harrigan, 2014; Diffley and McCole, 2015; Trainor et al., 2014).

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