Key factors for a successful implementation of a customer relationship management technology in the Tunisian hotel sector

Nedra Bahri-Ammari, Khaldoon Nusair

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

Purpose – This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined. Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling. Findings – The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration. Practical implications – The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users. Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

Original languageEnglish
Pages (from-to)271-287
Number of pages17
JournalJournal of Hospitality and Tourism Technology
Volume6
Issue number3
DOIs
Publication statusPublished - Oct 19 2015

Fingerprint

Hotels
Customer relationship management
Hotel sector
Factors
Personnel
Stars
Human engineering

Keywords

  • CRM performance
  • CRM technology use
  • Customer-centric management system
  • Customer-centric organizational culture
  • Employee support
  • SEM

ASJC Scopus subject areas

  • Information Systems
  • Tourism, Leisure and Hospitality Management
  • Computer Science Applications

Cite this

@article{f640daad3a91402eb584f9f7ac9266fa,
title = "Key factors for a successful implementation of a customer relationship management technology in the Tunisian hotel sector",
abstract = "Purpose – This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined. Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling. Findings – The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration. Practical implications – The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users. Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.",
keywords = "CRM performance, CRM technology use, Customer-centric management system, Customer-centric organizational culture, Employee support, SEM",
author = "Nedra Bahri-Ammari and Khaldoon Nusair",
year = "2015",
month = "10",
day = "19",
doi = "10.1108/JHTT-08-2014-0042",
language = "English",
volume = "6",
pages = "271--287",
journal = "Journal of Hospitality and Tourism Technology",
issn = "1757-9880",
publisher = "Emarald Group Publishing Ltd",
number = "3",

}

TY - JOUR

T1 - Key factors for a successful implementation of a customer relationship management technology in the Tunisian hotel sector

AU - Bahri-Ammari, Nedra

AU - Nusair, Khaldoon

PY - 2015/10/19

Y1 - 2015/10/19

N2 - Purpose – This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined. Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling. Findings – The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration. Practical implications – The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users. Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

AB - Purpose – This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined. Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling. Findings – The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration. Practical implications – The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users. Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

KW - CRM performance

KW - CRM technology use

KW - Customer-centric management system

KW - Customer-centric organizational culture

KW - Employee support

KW - SEM

UR - http://www.scopus.com/inward/record.url?scp=84945177807&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84945177807&partnerID=8YFLogxK

U2 - 10.1108/JHTT-08-2014-0042

DO - 10.1108/JHTT-08-2014-0042

M3 - Article

VL - 6

SP - 271

EP - 287

JO - Journal of Hospitality and Tourism Technology

JF - Journal of Hospitality and Tourism Technology

SN - 1757-9880

IS - 3

ER -