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Copyright of Turismo: Visão e Ação is the property of Turismo-Visao E Acao and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

AIM: The research paper is exploratory in nature in helps in understanding and revisiting the fundamentals of Customer Relationship Management (CRM) from literature reviews, definitions and models on CRM. Also the study attempts to assess the role of Loyalty Programs and how it helps in gaining customer loyalty and collecting customer data. METHODOLOGY: The study is descriptive and qualitative in nature in clarifying the definitions and conceptual foundations of CRM. Secondary data on CRM are gathered, analysed and summarized. OUTCOME: The Research study is informative and attempts to simplify the various classifications of CRM and its impact on society and business in general, the research expectation and output are indentifying the role CRM and its impact with use of loyalty programs. There is a tremendous surge of applications dedicated to CRM and its general usage in the business and service sectors and this information could be beneficial to anyone who is still unaware of the potential implications of automation and use of CRM systems and use loyalty programs to increase customer loyalty and awareness. [ABSTRACT FROM AUTHOR]

Copyright of Revista Turismo em Análise is the property of Revista Turismo em Analise and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Tourism & Management Studies is the property of Escola Superior de Gestao, Hotelaria e Turismo, Universidade do Algarve and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Ekonomski Vjesnik is the property of Ekonomski Vjesnik and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Abstract Andrew Ehrenberg's work challenges the emphasis that hospitality marketing practitioners, educators and academic researchers place on segmentation, targeting (especially of heavy users), positioning, and meaningful brand differentiation. However, few marketing practitioners and scholars in hospitality appear familiar with this work. This invited paper attempts to increase awareness and appreciation of Ehrenberg's work as well as its relevance to and implications for hospitality marketing. Topics covered include the NBD Law, Law of Double Jeopardy, Duplication of Purchase Law, and Law of Natural Monopoly as well as the evidence of weak brand segmentation, low perceived brand uniqueness, and the generalizability of the brand belief-usage relationship. [ABSTRACT FROM AUTHOR]

In the last decade, hospitality companies have broadly adopted new technologies and social media tools for marketing purposes. One important application is the engagement with customers through a relationship approach. In this article, we focus on understanding how hotels employ these tools to boost their loyalty programs. First, we analyzed how the main Spanish hotel chains make use of social media in their marketing activities. In this stage, we employed information from the website and social media sites of hotel chains and their corresponding brands. Secondly, we tested for the influence of customers' experience on declared satisfaction with loyalty programs. By relying on questionnaire data, we tested for three main working hypotheses analyzing the interactions among benefits of hotel loyalty programs, customers' expertise with the hotel industry, and degree of satisfaction with those programs. The main results show that the degree of expertise of hotel customers clearly determines their level of satisfaction with loyalty programs. Managerial implications from the research remark on the effectiveness of social networks and the necessity of customizing the message according to the profile of the client to get higher impact of the campaigns. [ABSTRACT FROM AUTHOR]

As a part of loyalty programs in marketing or as incentive plans in companies, mediums have attracted considerable interest from marketing and organizational behavior researchers. Previous studies focused mainly on the effects of mediums on people's choices and not on the role of moderators of the medium effect. The goal of the present paper is to study two such moderators, namely the numerosity and the cognitive complexity. Our findings suggest that the medium effect is stronger when a medium is more numerous. Also, a more cognitively complex medium makes the mediums more effective. [ABSTRACT FROM AUTHOR]

Abstract: Since American Airlines launched the first frequent flyer program in the US on May 1, 1981, the programs have ballooned in size leading to skepticism around the airlines'' ability to manage both liabilities and members'' satisfaction. Over time program changes have addressed a number of idiosyncrasies in the original model by aligning customer value better to rewards offered. More appropriate earn and reward structures were developed and clearer reporting standards introduced. In this article we review how the programs evolved over the last 30 years and introduce three typologies of frequent flyer programs: legacy programs, advanced programs and autonomous next generation programs. The article concludes that airlines operating autonomous next generation programs are more likely to run a frequent flyer program that is sustainable and transparent, resulting in increased profitability. [Copyright &y& Elsevier]

Loyalty programs are a step further than frequency programs and they help to develop advocates of the company in the marketplace. The paper focuses on loyalty programs in the tourism industry and, further, applies corporate social responsibility into loyalty programs. Joint donation, environmental-friendly programs and programs of care for people are proposed as social responsible loyalty programs. They include psychological and emotional bonds between the supplier and its customers on the basis of corporate social responsibility. Managerial implications in this regard are given. [ABSTRACT FROM AUTHOR]

This study, based on a current sample of 304 hotel guests, examines the demographic, behavioral, and attitudinal characteristics of hotel frequent-guest program members. Based on our findings and our search of the literature, we present the marketing and operational implications for the hospitality industry. We recommend that frequent-guest programs be targeted not only toward male business travelers, but also to women who now make up one third of hotel frequent-guest program members and are a growing segment of the travel market. Because the larger hotel chains have greater geographical coverage, they have the inherent advantage, but smaller chains can be competitive by giving more generous awards that never expire and are instantly redeemable. We also recommend that hotels partner with airlines so that members can earn hotel points by flying, and conversely can opt for airline miles by staying in hotels. Also, because frequent-guest program members tend to make their own travel arrangements, often online without the help of corporate travel planners and travel agents, hotels should promote directly to members. Finally, because business travelers are very averse to the confiscation of their awards by their corporations, like the airlines, hotels should not allow corporations to register as corporate members. [ABSTRACT FROM AUTHOR]