SERVQUAL and CRM

SERVQUAL and CRM

This essay delves into the impact of the service quality model (SERVQUAL) and customer relationship model (CRM) on service delivery in the tourism sector. Service quality is an imperative issue in the tourism industry. Players in the sector seek to improve service quality and customer services to gain the trust of their customers. Different aspects of service quality and customer relationship management models are combined to deliver the best services to consumers.

According to Park & Jeong (2019), SERVQUAL plays a significant role both in the hospitality and service sectors. These sector players use the tool to make market-wise and economy-wise policy decisions. On the other hand, customer relationship management is concerned with activities that seek to attain, retain, and expand the customer base. To achieve this, tourism sector players use customer-centric strategies and technologies that put the customer first.

A vital aspect of SERVQUAL is the sustainability of service quality. Investors are committing their resources to the sector as the hotel industry expands. Sustainability means that as the hotel sector grows, it should not affect biological processes (Al-Gasawneh et al., 2021). Customers have increasingly become environmentally aware such that they can detect and ignore establishments that ignore sustainability goals. For instance, hotels built on reserve land for wild animals may scare away potential customers.

Another critical aspect of service quality is to ensure the technological landscape fits customer needs. Most customers these days are increasingly using digital platforms to book tourist services. Therefore, it is incumbent upon managers of different tourist establishments to ensure that their websites are simple for easy navigation (Kansakar et al., 2019). It may seem inconsequential, but customers’ initial interaction with company websites will determine whether they become customers.

In conclusion, the service quality and customer relationship models are the significant economic impetus of the tourism service sector. As a result, hotels and other tourist establishments are investing in improving SERVQUAL and CRM. However, it is worth noting that CRM is not straightforward and has no one-size-fits-all strategy. Research should be conducted to determine the appropriate dimensions to select and invest in.

References

Al-Gasawneh, J. A., Anuar, M. M., Dacko-Pikiewicz, Z., & Saputra, J. (2021). THE IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT DIMENSIONS ON SERVICE QUALITY. Polish Journal of Management Studies, 23(2), 24–41. https://doi.org/10.17512/pjms.2021.23.2.02.

Kansakar, P., Munir, A., & Shabani, N. (2019). Technology in the Hospitality Industry: Prospects and Challenges. IEEE Consumer Electronics Magazine, 8(3), 60–65. https://doi.org/10.1109/mce.2019.2892245.

Park, & Jeong. (2019). Service Quality in Tourism: A Systematic Literature Review and Keyword Network Analysis. Sustainability, 11(13), 3665. https://doi.org/10.3390/su11133665.

ORDER A PLAGIARISM-FREE PAPER HERE

We’ll write everything from scratch

---

Discuss how the SERVQUAL and CRM models can combine and work together to improve tourism service delivery. Masberg and colleagues say, “To the customer, only service may distinguish a business from its competition” (Masberg, Chase, & Madlem, 2003, p. 19). While specific customer service jobs require different skills, building an overall customer-oriented organization may better meet customer expectations. Businesses can implement tools to determine customer satisfaction levels, such as the SERVQUAL technique that compares customer perceptions of quality against customer expectations (Morrison, 2010). The text explores why good customer service is critical to our industry. And with the acronym RATER, we now understand what a customer might expect from an organization. Together, these concepts can form the basis of a customer relationship management (CRM) strategy for tourism and hospitality businesses.