Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry

Abstract

This paper introduces the concept of service-dominant logic as a research paradigm in marketing management. It does so in the context of tourism management"s need to engage with wider debates within the mainstream management literature.Moreover it demonstrates the importance of service-dominant logic in uncovering the role played by co-production and co-creation in the tourism industry. These ideas are developed in detail through a case study of the UK hotel industry that draws on new empirical research undertaken by the authors.

Customer Roles in Self-Service Technology Encounters in a Tourism Context

“…The S-D Logic perspective presupposes the involvement of customers in service development and innovation through co-creation (see for example, Edvardsson, Ng, Zhi Min, Firth, & Yi, 2011;Graf, 2007;Matthing, Sandén, & Edvardsson, 2004;Roberts et al, 2013;Shaw et al, 2011). The customer may undertake roles such as innovator (Graf, 2007), consultant (Ford & Heaton, 2001) and instructor to the company (Chervonnaya, 2003).…”

“…The customer may undertake roles such as innovator (Graf, 2007), consultant (Ford & Heaton, 2001) and instructor to the company (Chervonnaya, 2003). In a tourism context, Shaw et al (2011) provide an understanding of the various ways in which tourism providers involve customers in innovation and highlight the importance of the company ability to facilitate co-creation as a major factor.…”

“…A number of calls have been made by researchers to further understand value co-creation in tourism (see for example Grissemann & Stokburger-Sauer, 2012;Polo Pena, Frias Jamilena, & Rodriguez Molina, 2014;Shaw, Bailey, & Williams, 2011). Therefore, this paper reports on a study involving 133 airline passengers in an international airport in Ireland.…”

Examining social customer relationship management among Irish hotels

“…Although hospitality literature has emphasised the innovation potential of collaborative customer interactions (e.g. Shaw et al, 2011), empirical research to support this is lacking (Santos-Vijande et al, 2015;Snyder et al, 2016). Therefore:…”

“…Value co-creation, the joint creation of value between a company and its customers (Vargo et al, 2008), "finds particular significance in the tourism and hospitality context given its inherent nature as a potentially proactive service provider" (Chathoth et al, 2016, p231). Hence social CRM, "the integration of traditional customer-facing activities including processes, systems, and technologies with emergent social media applications to engage customers in collaborative conversations and enhance customer relationships" (Trainor, 2012, p319), is of particular value to the hospitality and tourism industry given the centrality of the customer experience to success (Chathoth et al, 2012; Hwang and Seo, 2016;Shaw et al, 2011).Research in hospitality has assessed issues such as the capabilities necessary to integrate social media into CRM (Sigala, 2016), SNSs and relationship termination (Gretzel and Dinhopl, 2014), hotel guest acceptance of social CRM (tom Dieck et al, 2017) and the effects of crowdvoting on hotels (Garrigos-Simon et al, 2017). Wider research has focused largely on determining the antecedents of social CRM, conceptualising social CRM and assessing the direct effects of social CRM on performance (Choudhury and Harrigan, 2014; Diffley and McCole;2015; Trainor et al, 2014).…”