The Effects of Service Performance of Hotel Customers on Quality of Experience and Brand Loyalty in Iran

Hosseini, Robabeh Sadat; Zainal, Artinah; Sumarjan, Norzuwana

doi:10.1016/j.sbspro.2015.08.163

Cited by 9 publications

(6 citation statements)

References 16 publications

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“…However, experiential aspects of hotel brand building have been largely overlooked in the literature (So and King, 2010). Only a handful of studies empirically explored the role of customer experience in hotel brand building (Hosseini et al, 2015;Hosseini and Zainal, 2016;Shobri et al, 2015). Most of these studies used a qualitative approach (Harkison et al, 2018;.…”

Section: Introductionmentioning

confidence: 99%

Customer experience and brand loyalty in the full-service hotel sector: the role of brand affect

Guan

Wang

Guo

et al. 2021

IJCHM

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Purpose This study aims to propose a comprehensive causal model to examine the relationships between customer experience and four key factors in brand building, i.e., brand loyalty, brand trust, brand affect and brand involvement. The dimensionality of customer experience in full-service hotel is also particularly examined in relation to brand building. Design/methodology/approach Three steps of data collection were used: interviews of 50 customers on their experiences of staying full-service hotels, a small survey of 176 hotel guests to establish the measurement scale of customer experience and a major survey of 732 hotel customers in ten major Chinese cities to test the model of brand loyalty. Findings Customers’ experiences with full-service hotels are proposed to be categorized into functional, affective and social. There is a chain effect from customer experience to brand trust and to brand affect and then to brand loyalty. The brand involvement does moderate relationships between customer experience and brand trust and brand affect but not brand loyalty. Practical implications For full-service hotels, social and functional experiences are critical in building brand loyalty, and therefore, they need to be the focal points in the enhancement of customer experience. Also, hoteliers are advised to develop emotional connections between the customers and the hotel brand – an effective way of building trust and affection. Originality/value According to the authors’ knowledge, this paper is one of the first few studies to link customer experience to brand loyalty with comprehensive causal effect analysis. This study also contributes to the knowledge of customer experience in the context of the full-service hotel sector.

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Section: Introductionmentioning

confidence: 99%

Customer experience and brand loyalty in the full-service hotel sector: the role of brand affect

Guan

Wang

Guo

et al. 2021

IJCHM

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“…Volume 6, Number 6, 2021 Employees were central in delivering these customer satisfaction drivers as customer perceptions could be formulated during the production, delivery and consumption stages (Kruja et al, 2016;Nguyen & Leblanc, 2002;Yoo & Park, 2007). Hence, the greater the congruence in staff's service performance, the greater the possibility in developing customer experiences that integrated the brand's equity (Hosseini et al, 2015).…”

Section: Service Quality and Employee Performancementioning

confidence: 99%

Curating Authentic Hospitality in a Local Boutique Hotel

Lee

Lam

2021

MCR

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Hotel A served the boutique hotel segment. Rather than focusing on market segments in Singapore’s hotel chain scale system, the management decided to offer guests an affordable luxury experience via excellent personalized service while capitalizing on the rich and authentic cultural heritage that the hotel offered in terms of history and design. Although Hotel A had won the Best Hotel Service award three years consecutively, it was getting harder to distinguish itself from other boutique hotels and to align itself with the parent company’s (Company A) strategic long-term goals. Mr. Lim had been the manager of Hotel A for five years. He worked up the ranks, learning the ropes and garnering accolades for best service, and management skills. He had earned the respect of his staff as he empowered his staff, empathized with them and walked the talk. Since December 2019, the world had been reeling from the impact of a global pandemic caused by the coronavirus (COVID-19) which was primarily spread through physical contact and respiratory droplets. Most countries implemented very stringent measures to prevent the disease from spreading within its borders. The luxury boutique hotel category in particular had been negatively affected as the hospitality industry focused on people, personalized services and face to face interactions. One prominent change seen as a result of COVID-19 was a change in consumer behavior, influenced by risk perception (Gössling et al., 2020; Kirk & Rifkin, 2020). Guests became more cautious and concerned about safety and hygiene, preferring less human touch during registration and food delivery, and practiced safe distancing from others (Rittichainuwat & Chakraborty, 2009). Millennials had increasingly become an attractive market segment for the luxury hotel industry as they were not price conscious, preferring to “spend tomorrow’s money” and “spend ahead of income” (Wang, Sun & Song, 2011). Furthermore, as they were digital natives, products and experiences which could satisfy their luxury consumptions could be promoted easily via social media marketing. In August 2020, the Singapore government rolled out a S$45 million SingapoRediscovers campaign where Singaporeans were given S$320 million in tourism credits to drive local spending (Straits Times, August 2020). Mr. Lim is in a dilemma. How can he promote Hotel A as the preferred staycation destination to local Millennials without alienating its more traditional clientele and brand image as a heritage hotel catering to foreigners? How should Hotel A provide personalized service and maintain service quality and satisfaction with safe management measures in place in sync with Millennials’ lifestyle?

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“…Crick and Spencer (2011) discussed issues related to the quality of services in the hospitality industry. Hosseini et al (2015) conducted a study on the effect of hotel customer service performance on the quality of experience and brand loyalty in Iran. Tsang et al (2015) compared Chinese and English literature about service quality in China.…”

Section: Effect Of Corporate Hospitality (Z) On Corporate Sustainability (Y)mentioning

confidence: 99%

“…Companies needed to measure consumer expectations at each stage to create services that exceeded consumers' expectations to compete with other companies. Hosseini et al (2015) conducted a research on the effect of hotel customer service performance on the quality of experience and brand loyalty in Iran. Direct experience of service performance in the hotel industry consisted of three main components, namely interaction with hotel and customer employees, service environment, and service outcomes.…”

Section: Determinant Of Ch and Corporate Sustainabilitymentioning

confidence: 99%

Organizational transformation as a determinant of corporate hospitality and its effect on corporate sustainability

Utami

Cahyana

Nimran

et al. 2020

ITPD

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PurposeThis research was conducted with the aim of examining and explaining the effect of strategic leadership, corporate governance, organizational culture, business infrastructure and corporate alignment as determinants of corporate hospitality; testing and explaining the direct effects of corporate hospitality and corporate sustainability.Design/methodology/approachThis research used a quantitative approach with a survey method. The research population was all subsidiaries, branches and departments in PT Pelindo 1 (Persero). The sample size in this research was n = N = 61, which covered 5 subsidiaries, 17 branches and 39 directorates at PT Pelindo 1 (Persero). Data analysis was done with inferential statistics using WarpPLS analysis using the help of WarpPLS package computer programs.FindingsThere is a significant and positive direct effect between Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment on Corporate Hospitality which means higher Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment will result in a higher Corporate Hospitality. The analysis also shows that there is a significant and positive indirect effect between Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment on Corporate Sustainability through Corporate Hospitality which means higher Strategic Leadership, Corporate Culture, Corporate Governance, Business Infrastructure and Corporate Alignment will lead to higher Corporate Sustainability through Corporate Hospitality.Originality/valueThe originality of this research can be proven from the lack of research on hospitality. Some other research on hospitality, mostly doing research at airports, hospitals and hotels. However, this research was conducted at the port, where company friendliness is a discipline that includes many marketing studies.

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The Effects of Service Performance of Hotel Customers on Quality of Experience and Brand Loyalty in Iran

Cited by 9 publications

References 16 publications

Customer experience and brand loyalty in the full-service hotel sector: the role of brand affect

Customer experience and brand loyalty in the full-service hotel sector: the role of brand affect

Curating Authentic Hospitality in a Local Boutique Hotel

Organizational transformation as a determinant of corporate hospitality and its effect on corporate sustainability

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