• Summary
  • Contents

“Accessibly written and thoughtfully edited, making it essential reading for those studying hospitality and embarking on a career in the industry.” - Peter Lugosi, Oxford School of Hospitality Management “This text is a fascinating read… Roy Wood has spent 25 years teaching, researching and writing on the hospitality industry - much of that learning is here in this book.” - Erwin Losekoot, Auckland University of Technology “All different aspects of the hospitality industry are elaborated on… All in all a wonderful course book for for our students!” - Claudia Rothwangl, ITM College This book covers the major concepts students are likely to encounter throughout their study within the hospitality management, giving a comprehensive and up-to-date overview as well as providing engaging everyday examples from around the world. A leading figure in the field, Roy Wood has successfully gathered international contributors with direct experience of hospitality management and the hospitality industry as a whole, ensuring the academic, geographical and practical integrity of the book. Key Concepts in Hospitality Management is written for undergraduate students and those studying short postgraduate or executive education courses in hospitality management, events management, tourism management and leisure management.

Customer Relationship Management in Hospitality
Customer relationship management in hospitality
Olaf W. Hermans

See also: Consumer behaviour in hospitality; Marketing in hospitality; Service quality in hospitality

Customer relationship management (CRM) is ‘a strategy with integrated cross-functional processes facilitated by information technology leveraging knowledge to enhance long-term customer and shareholder value’ (Hermans and Mount, 2010: 12). At the heart of any customer relationship management strategy is the central tenet of relationship marketing, namely that marketers should shift their focus away from acquiring new customers to ‘attracting, maintaining and enhancing customer relationships’ (Berry, 1995: 236). However, many CRM implementations, not least in the hospitality sector, have turned into exercises of knowledge management and system integration, neglecting the dynamics of customers’ relations and encounters with service companies (Mitussis et al., 2006). Service ...

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