The impact of resort fees on perceived fairness and destination brand image: an exploratory study

Belarmino, Amanda; Raab, Carola; Demirçiftçi, Tevfik

doi:10.1057/s41272-019-00218-1

Cited by 4 publications

(3 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In a supermarket, customers judge the fairness of the self-checkout technology by the length of queuing time and the size of the basket (Fombelle et al, 2015;White et al, 2012). The pricing of tourist destinations affects tourists' perceived fairness (Belarmino et al, 2020). Following a heuristic strategy, individuals not only use preexisting, easy-to-interpret information to judge fairness but also use these judgments to guide their subsequent behaviors (such as exit, negative WOM or other actions) that damage the profit or reputation of the service provider (Campbell, 1999;Kuester et al, 2015).…”

Section: Fairness Heuristic Theorymentioning

confidence: 99%

The impact of social visibility of VIP services on satisfaction

Cao

2021

JSM

View full text Add to dashboard Cite

Purpose From the perspective of customer segmentation, most scholars show more interest in the very important person (VIP) customer’s service experience and satisfaction; however, the way in which ordinary customers view VIP services has received less attention. Based on fairness heuristic theory and social comparison theory, this study aims to examine the impact of the social visibility of VIP services on ordinary customers’ satisfaction and explored the underlying mechanisms and boundary conditions of this effect. Design/methodology/approach Two experiments were conducted, Study 1 verified the main effect and mediating effect, Study 2 tested the moderating effect. Findings The results show that the social visibility of VIP services decreases ordinary customers’ satisfaction and perceived fairness mediates this effect. The deservingness of VIP status moderates the connection between social visibility and perceived fairness. Research limitations/implications This research changes the objects of VIP services research and focuses on ordinary customers as its main group and expands the scope of social comparisons among customers. Practical implications The findings expand the scope and perspective of research on VIP services and provide guidance to service providers to reduce ordinary customers’ feelings of unfairness so as to improve customer satisfaction. Originality/value This study explores the effect of the social visibility of VIP services on ordinary customer satisfaction from the perspective of perceived fairness, as well as the underlying mechanism and boundary conditions of the effect.

show abstract

Section: Fairness Heuristic Theorymentioning

confidence: 99%

The impact of social visibility of VIP services on satisfaction

Cao

2021

JSM

View full text Add to dashboard Cite

show abstract

“…1). A number of works were able to prove this (Xia et al 2004;Ferguson 2014;Malc et al 2016;Choi and Mattila 2004;Belarmino et al 2020). Price fairness has a positive effect on customer satisfaction, purchase intention, willingness to pay, loyalty, and recommendations and thus on profit.…”

Section: Introductionmentioning

confidence: 87%

Price fairness: square equity and mean pricing

Radic¹

2023

J Revenue Pricing Manag

View full text Add to dashboard Cite

Prices have a leverage effect on firm profits. Prices, however, have also an impact on customer’s perceived price fairness and thus indirectly on firm’s bottom line. A growing body of literature shows this. Papers on the level of the fair price, however, are rather scarce. Based on different concepts of justice, two levels of fair prices are proposed: square equity and mean prices. I run an experiment which shows that both are considered fairer than cost-based or value-based prices. The results can be used to assess fairness implications of prices ex ante and hence complement traditional pricing approaches.

show abstract

“…The first is the major technical challenge posed by modelling multiproduct offerings in a competitive environment (Aydin and Birbil 2018;Bitran and Caldentey 2003;Calmon et al 2020;Chen and Farias 2019;Lazarev 2013). The second is that customers can take an adverse view of the market segmentation implicit in RM, regarding it as a discriminatory practice (Belarmino et al 2020;Haddad 2015;Haddad et al 2015;Richards et al 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Qualitative revenue management in sun-and-beach hotels

Costa¹

2021

J Revenue Pricing Manag

View full text Add to dashboard Cite

The introduction of the internet as a sales channel has pressed hotel companies to adopt new pricing policies, most notably revenue management (RM). These techniques have been heralded as an essential requirement for hotel companies to maximise profits. The present study, however, will show that this claim is not realistic for a leading, highly competitive destination like Ibiza. The analysis finds that there is strong price stability and that only a few hotels use RM. It is common, however, to find qualitative RM that involves removing cheaper room types and room-and-board options from the available offering when demand is high.Keywords Revenue management • Sun-and-beach hotels • Room rates • Ibiza * Joan Carles Cirer-Costa

show abstract

The impact of resort fees on perceived fairness and destination brand image: an exploratory study

Cited by 4 publications

References 35 publications

The impact of social visibility of VIP services on satisfaction

The impact of social visibility of VIP services on satisfaction

Price fairness: square equity and mean pricing

Qualitative revenue management in sun-and-beach hotels

Contact Info

Product

Resources

About