Engaging with Customer Using Social Media Platform: A Case Study of Malaysia Hotels

Hashim, Kamarul Faizal; Fadhil, Nawar Abbood

doi:10.1016/j.procs.2017.12.123

Cited by 22 publications

(18 citation statements)

References 19 publications

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“…Several authors have recently emphasized the critical importance of social media use and implementations in hotels (social media platforms, social media as promotional tool, social media jobs etc.) [52,[121][122][123].…”

Section: Discussion On the Evolution Of Reverse Mentoring In Hospitamentioning

confidence: 99%

“…For Millennial employees everything must be instant-instant job admission (no formal admission tests or interviews), instant reward, instant feedback, instant access to information, instant respect, instant impact of their words etc. Because of the daily usage of social media, Millennials expect instant feedback and instant recognition of their accomplishments also in work contexts [51,52]. Speed made Millennial employees multitasking-they take multiple tasks simultaneously [24,48].…”

Section: The Present Generational Gap Reflected In the Workforcementioning

confidence: 99%

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Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

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In the present generational context, talent management approaches and practices have evolved from the stage of "war for talent", defined by competitiveness and elitism, to a more collaborative and inclusive "post-war stage". Innovative solutions are increasingly important. In this framework, the main aim of the paper is to confirm that reverse mentoring, a talent management practice which appeared as a response to the necessity to bridge the present generational gap, can be considered a valuable approach in hospitality. Two case studies on the successful implementation of reverse mentoring in Swiss hospitality are presented: the Shadow Comex (Accor) and the ExCom-Y (Mövenpick). Results of a focus-group discussion on the topic of identifying the attitudes and opinions of Romanian employees regarding the implementation of reverse mentoring in hotels are further analyzed. Results support the idea that reverse mentoring has developed and offers great potential for innovation. The present study offers interesting and useful ideas to companies in hospitality on how to implement reverse mentoring. Results from the group discussion demonstrate that Romanian employees have high expectations and innovative approaches regarding the implementation of reverse mentoring, similar to the employees from Switzerland, but they lack trust in their employers regarding the real possibility to implement it.

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Section: Discussion On the Evolution Of Reverse Mentoring In Hospitamentioning

confidence: 99%

Section: The Present Generational Gap Reflected In the Workforcementioning

confidence: 99%

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

View full text Add to dashboard Cite

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“…Among 14 definitions in the marketing sector, three definitions proposed by Van Doorn et al (2010), Brodie et al (2011), and Vivek, Beatty, and Morgan (2012) are most broadly adopted in hospitality and tourism literature. Since 2014, 13 original definitions were developed in the hospitality and tourism scope (Dijkmans, Kerkhof, and Beukeboom, 2015;Fang et al, 2017;Gomez et al, 2019;Hashim and Fadhil, 2017;Huang and Choi, 2019;Pino et al, 2019;Rather, 2019;Rather, Hollebeek, and Islam, 2019;Sashi, Brynildsen, and Bilgihan, 2019;Taheri, Jafari, and Gorman, 2014;Thakur, 2019;Villamediana, Vila, and Küster, 2019b;Zheng and Guo, 2016). Despite variations in conceptualisation, certain fundamental propositions exist underneath.…”

Section: Conceptualisation Of Customer Engagementmentioning

confidence: 99%

The landscape of customer engagement in hospitality and tourism: a systematic review

Hao

2020

IJCHM

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Purpose This paper aims to deliver a systematic review of customer engagement in hospitality and tourism by synthesising existing literature, thus presenting a state-of-art landscape of customer engagement research. Design/methodology/approach A total of 173 peer-reviewed articles were collected from seven databases, spanning from 2007 to 2020. A systematic review was conducted by analysing, categorizing and synthesising existing studies to examine the evolution, conceptual nature, typology and measurement of the existing literature on customer engagement in hospitality and tourism. Findings This study provides an overview of the temporal, spatial, sectoral and journal-wise distribution of customer engagement in hospitality and tourism. A comprehensive definition of customer engagement is proposed based on five fundamental propositions. Scrutiny of customer engagement studies in hospitality and tourism presents four sub-forms, including online customer engagement, tourist engagement, customer brand engagement and customer engagement behaviour. Additionally, the research methods, dimensionality and measurement scales of customer engagement are systematically reviewed. Originality/value This study is the first systematic review of customer engagement research in the field of hospitality and tourism. The original definition leads to an improved understanding of customer engagement. This study is also the first to propose a clear typology of customer engagement to enhance consistency in usage.

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“…Retail industries have highly tried to engage customers by using digital marketing skills through which they can develop their revenue structure. From the perspectives of Hashim & Fadhil (2017), it is known that digital marketers fail to create a quick "intro video" because of which the entire retail services face problems. However, it is also known that SEO (Search Engine Optimisation) has been utilized by the industry in a proper manner based on which they have directly engaged customers towards their services and created digital marketing campaign for mentioning their digital service-oriented facilities.…”

Section: Theme 1: Customer Engagement Using Digital Marketing Skillsmentioning

confidence: 99%

The Lack of Digital Marketing Skills: Developing a Digital Marketer Model for the Retail Industries

2020

JXAT

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The digital talent gap in the current scenario can create obstacle for an industry or a company to prosper. The key purpose of the study is to find out the lagging areas of digital marketing and further develop a digital marketer model for the Malaysian retail industry. Research problem or rationale that is investigated in the primary terms provides ideas on recent statistical aspects regarding lagging digital skills amongst the Malaysian retail industry. The study consists of five chapters that accelerate with introduction and proceeds towards conclusion after literature review, methodology and discussion. In the Introduction section, the issues related to digital marketing skills in Malaysia have been discussed. Literature Review section has kept its focus on the positive impacts of digital marketing along with a cohesive analysis of the challenges. On the other hand, the Methodology section has shown the data collection method and analysis techniques for the article. Results and Discussions have helped to know the different effects of digital marketing and its benefits in the present market. Finally, the Conclusion section has summarised the entire discussion and provided a recommendation to the retail industry for developing the above-mentioned model. The key observations depicted that the inclusion of different elements regarding digital marketing skill adopters, laggards, evaluators, followers, and leaders has been depicted through the model description.

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Engaging with Customer Using Social Media Platform: A Case Study of Malaysia Hotels

Cited by 22 publications

References 19 publications

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

The landscape of customer engagement in hospitality and tourism: a systematic review

The Lack of Digital Marketing Skills: Developing a Digital Marketer Model for the Retail Industries

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