The Use of Customer Relations Management’s Digital Technologies from Greek Hotels

Rossidis, Ioannis; Belias, Dimitrios; Papailias, Stefanos; Tsiotas, Dimitrios; Niavis, Spyridon; Vasiliadis, Labros

doi:10.1007/978-3-030-12453-3_9

Cited by 4 publications

(3 citation statements)

References 10 publications

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“…The results of our contributions outline some relevant aspects characteristic of the positive and normative debate on smart tourism destinations. First, it is assumed that such destinations may leverage digital technologies to provide more efficient and personalized experiences for visitors and tourists [112], while promoting the sustainable development of the destination as an additional target of policy and planning [113]. This involves the use of technologies such as big data analytics, the Internet of Things (IoT), and mobile applications to gather and process information about tourist behavior, preferences, and patterns.…”

Section: Key Aspects In the Debate On Smart Tourism Destinationsmentioning

confidence: 99%

Smart ‘Tourist Cities’ Revisited: Culture-Led Urban Sustainability and the Global Real Estate Market

et al. 2023

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Smart tourism destinations have received increasing attention during the last few years. Digital technologies have reshaped the smart city paradigm in terms of both resilience and sustainability, capitalizing cities’ cultural and historical components while providing unique potential for growth in the real estate industry. Real estate, in particular, is considered a main asset to the tourist experience, whether it is in the form of hospitality accommodation facilities, urban landscapes, or cultural heritage hotspots. In addition, the effect of cultural sites and overall destination attractiveness on real estate dynamics (land/housing prices and building activity) is well established. Thus, uncovering how enhanced technological throughputs and synergies, culture-led urban sustainability initiatives and the real estate dimension are directly (or indirectly) associated could support cities to better delineate policies for their promotion as international, sustainable, and resilient tourist destinations. With this perspective, the present study focused on four particular cities’ successful smart initiatives, namely Amsterdam, Barcelona, Seoul, and Stockholm, in an attempt to identify how developers and local authorities will need to transform in order to offer better services to residents and visitors. This work reveals that smart projects alone cannot secure the transition of existing (European) cities into smart and sustainable tourism destinations. In addition, this study also contributes to public policy by demonstrating how challenging it is to be smart without the support and involvement of the local community, highlighting the significance of public awareness. The empirical findings suggest that local authorities are of critical importance when shaping a well-structured and practically effective strategy for the integration of sustainable and technologically advanced smart features. Results are promising, and final reflections provide insights for tourism destinations policymakers, city authorities, and real estate professionals.

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Section: Key Aspects In the Debate On Smart Tourism Destinationsmentioning

confidence: 99%

Smart ‘Tourist Cities’ Revisited: Culture-Led Urban Sustainability and the Global Real Estate Market

et al. 2023

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“…Additionally, Rossidis et al (2019) indicated that a luxury hotel that uses E-CRM already has a positive reputation with its current clients and has a higher possibility of attracting new clients, hence promoting and maintaining its business. The study by Nikou, Selamat, Yusoff, and Khiabani (2016) explained that luxury hotels using E-CRM in their operations experience improved business performance because they are aware of their customers' needs and make sure these needs are met to enhance their overall business performance, ensure efficiency in their internal processes, gain opportunities for growth and learning, and ultimately enhance their financial situation.…”

Section: Electronic Customer Relationship Management (E-crm) In Hospi...mentioning

confidence: 99%

The Impact of Organizational Factors on Electronic Customer Relationship Management (E-CRM) Success Implementation in the Egyptian Hotels

Ibrahim,

Aziz,

Abbas

2023

International Journal of Tourism and Hospitality Management

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Effective Electronic Customer Relationship Management (E-CRM), used by many organizations, including those in the hospitality sector, has emerged as a critical strategy and one of the management philosophies with the quickest rate of adoption. The purpose of this study is to examine how organizational factors affect the effective adoption of electronic customer relationship management (e-CRM). The current study used a questionnaire to gather its data. The variables from the current study were used to generate the questionnaire. The earlier research cited in the literature review were also modified and updated for inclusion. A structured questionnaire survey was done in hotels in Luxor and Aswan to get the data. The collection consists of 103 legitimate responses from hotel managers. The outcome demonstrated that organizational characteristics have an impact on the success of e-CRM. However, there are other elements that should be taken into consideration more, with knowledge management having the greatest impact, followed by customer focus and technology. The study recommended that hotel operators and marketing directors, particularly in Luxor and Aswan, concentrate more on customer-oriented activities. The study suggests that hotels should be mindful of their organizational structure and follow with its customerorientation strategy.

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“…There is a number of researches which indicate that strategic leadership is connected with the ability of human resources to implement with success a change management program (Belias & Koustelios, 2014;Belias et al, 2017;Belias and Trihas., 2022a;Belias and Trihas, 2022b;. Overall, the tourist sector is a service which relies on the performance of the employees, especially on hotels (Rossidis et al, 2021;Rossidis et al, 2021b;Rossidis et al, 2019;Rossidis et al, 2019b;Badr El-Deen, R., & Ali, 2021;Belias and Trihas., 2022c;Ntalakos et al, 2022a). Nonetheless, there is a number of publications (Agyapong & Boamah, 2019;Alseiari et al, 2019;Ntalakos et al, 2022b; that have focused on the lack of a research tool for measuring strategic leadership in the hotel sector.…”

Section: Introductionmentioning

confidence: 99%

The Concept and the measurement of Strategic Leadership. The case of Greek Hotel Employees with the use of Exploratory Factor Analysis

Belias

Trihas

2022

ECMLG

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Over the past two decades, scholars and practitioners are interested in the term of Strategic Leadership. Strategic Leadership is a leader’s ability to anticipate, envision, being flexible, and enable others to make strategic changes as required. There are several researches connecting strategic leadership with various variables of the Human Resource Management (HRM), such as: work stress, (Baysak and Yener, 2015), work commitment (Chiang & Wang, 2012) and role conflict (Palomino & Frezatti, 2016). Hence, it is very important to develop a reliable measurement tool which will explore the nature of strategic leadership and map its dimensions. Barbara Davies & Brent Davies (2004) have already developed a model which consists of both the organizational abilities and the individual characteristics of strategic leaders. The main purpose of the current paper is to study the application of Davies & Davies model (2004) in the hospitality industry. More thoroughly, the empirical data used on this paper has derived by a research consisted of 372 participants who work on Greek Hotel Companies. The method used to analyze the connections between the items of the strategic leadership was factor analysis. The findings support that Davies & Davies model (2004) can be used as a measurement tool in the hospitality industry. Thus, the current paper aims to contribute to the comprehension of the nature of strategic leadership on the hospitality and tourism industry, and trigger future empirical research in the field.

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The Use of Customer Relations Management’s Digital Technologies from Greek Hotels

Cited by 4 publications

References 10 publications

Smart ‘Tourist Cities’ Revisited: Culture-Led Urban Sustainability and the Global Real Estate Market

Smart ‘Tourist Cities’ Revisited: Culture-Led Urban Sustainability and the Global Real Estate Market

The Impact of Organizational Factors on Electronic Customer Relationship Management (E-CRM) Success Implementation in the Egyptian Hotels

The Concept and the measurement of Strategic Leadership. The case of Greek Hotel Employees with the use of Exploratory Factor Analysis

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