Abstract
This study evaluates whether the Value Co-creation (VCC) process in hotels contributes to positive guest experience and satisfaction. This paper utilizes the DART model (Dialogue, Access, Risk, and Transparency) as the main framework to explore VCC in hotels. This research is the first to both adjust the DART model to a customer’s viewpoint and evaluate it in the hotel context. The included data is derived from 484 international tourists lodged in Greek hotels and is analyzed with the structural equation modeling technique. Results suggest that the Dialogue component of DART does not affect the positive experience, while Access, Transparency, and Risk Assessment do, in fact, strongly influence tourist satisfaction. The current study enriches and consolidates VCC–DART theory in the hotel context.
Highlights
Technological advancements and empowered consumers have changed the marketing perspective – a new era is emerging in service marketing in which a customer can use knowledge, skills, and power to interact with a firm’s Value Co-creation (VCC) process (Buhalis & Foerste, 2014; Buhalis & Leung, 2018)
DART is used to investigate the dynamics of VCC, and whether engagement and involvement by customers with a hotel and its products will generate positive experiences and satisfaction
VCC embeds experiences, and the more positive the experiences are for customers, the more satisfied they are with a hotel
Summary
Technological advancements and empowered consumers have changed the marketing perspective – a new era is emerging in service marketing in which a customer can use knowledge, skills, and power to interact with a firm’s VCC process (Buhalis & Foerste, 2014; Buhalis & Leung, 2018). Despite extensive research on VCC, several operational frameworks, measurement tools, contributions to managerial applications, and implications have been minimal (Galvagno & Dalli, 2014; Saha et al, 2020). Transparency: the four building blocks of interaction which are essential to VCC These blocks are meant to provoke reciprocal interaction between the companies and the customers that are considered as equal actors (Prahalad & Ramaswamy, 2004a). In contrast to other models, DART has been applied to and tested in the real world by organizations like Nike (Ramaswamy, 2008), a world-renowned athletics company, and that is the reason this model deserves attention
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