Examining social customer relationship management among Irish hotels

Abstract

PurposeThe purpose of this paper is to develop and test a model examining the key factors that emerge from the social customer relationship management (CRM) process. Specifically, this study aims to address the chain-of-effects that occurs as a result of the social CRM process, leading to superior levels of hotel performance.Design/methodology/approachData were collected using a quantitative approach. Using a mail and online questionnaire, data were gathered from 120 key informants in hotels in Ireland. The proposed model was tested using partial least squares structural equation modelling.FindingsResults demonstrate that the social CRM activities of hotels enhance hotel service innovation activities. This positively impacts the ability to develop a customer-linking capability, resulting in higher levels of customer performance. In turn, higher levels of customer performance leads to higher levels of financial performance.Practical implicationsService innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance.Originality/valueThis study explains the chain-of-effects through which the social CRM process results in higher levels of performance.