Dealer Relationship Management Case Study

Edwin N. Torres and Sheryl Kline (2006)36 in their article, seek to develop a managerial model, which would assist in the successful management of dealer relations. Their study describes the concepts of satisfaction and delight; their background and potential outcomes.

John W. O’Neill and Qu Xiao (2006)37 based on the notion that a hotel’s brand contributes significantly to its market value analysed the various factors and implications. The study examines the relationship between the market value and the brand effect from the investor-owner perspective. The study used Analysis Covariance (ANCOVA) to examine the effect. The authors opine that this was the first study to empirically examine the relationship between specific hotel brands

The research study was conducted on the content that with increased globalization, competition, higher dealer turnover, growing customer acquisition costs and rising customer expectations in today’s competitive word, CRM is very important for companies. The scholar argues that the study emphasizes application of CRM in hotel industry brings increase in the rate of retention, increase revenue and profitability, reduce internal costs, reduce marketing costs, improving customer services, create positive word of mouth, market growth, improve marketing methods, streamlines business process, and finally protects marketing investment and maximize returns. The study outlines the four “P”s, required for a successful CRM initiative: Profiles, Preferences, Precision, and Property and points out ‘management commitment to embracing CRM as a way of doing business as the fifth most important element and substantiate this argument that without deep and confirmed leadership, this kind of initiative will go nowhere. The study finds that customer satisfaction will cause dealer loyalty and retention; dealer retention is important for business and dealers; successful implementation of CRM will increase rate of retention, increase in revenue, profitability, reduction in internal costs, reduction in marketing costs, positive word of mouth, better understanding of

The paper analyses whether SERVQUAL dimensions would be applicable to hotel industry and put forward some additional dimensions pertinent to hotel sector. The tourists visiting the tourist villages at different parts of the island were taken as sample for their study through open-ended questions on their expectations of service quality available at their hotels. The findings show that the most important attribute represented in the SERVQUAL instrument was the core service. Other attributes identified were: hotel room décor and cleanliness; Internet access in hotels; quality of food and recreational facilities; and modern technologies, particularly in communication facility. The study suggests that “Ways of achieving quality service could include the administration of hotel dealers satisfaction surveys using the service quality dimensions involved; the improvement of the level of service performance where needed by filling the gaps and the management of expectations regarding quality of