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The competitive nature of the hotel industry has given the impetus to practitioners and researchers to invest in Customer Retention strategies and research. Although numerous studies have investigated Customer Retention in the hotel industry, there is still uncertainty regarding Customer Retention in emerging markets. This study, therefore, adds to the existing knowledge by exploring Customer Retention in Ghana, an emerging market. The study adopted a cross-sectional survey of 873 customers of 56 hotels in four regional capitals located in the southern part of Ghana. Findings indicate that service Tangible and Reliability indirectly relates hotel Customer Retention in Ghana, an emerging market.

The study examines organization citizenship behavior (OCB) as a mediating variable between instrumental work values (IWVs) and organizational performance; and group differences between family manager and nonfamily manager for integrated models in family hotels. Data were collected from 189 hotels (n = 921) ranging from budget to three-star family hotels in Ghana using questionnaire administered conveniently. Data were analyzed using structural equation modeling. Work value positively influences OCB and organizational performance of family hotels. OCB mediates the relationship between work values and organizational performance. The study also found significant support for group differences between family and nonfamily firms for IWVs and mediating effect of OCB on the relationship between IWVs and performance.

The paper discusses how market orientation impacts marketing performance in the hotel industry of Ghana. The research was a qualitative research that covered a sample of nineteen19 hotels in Ghana by using a two-stage nonprobability sampling comprising convenience sampling and purposive sampling. Personal interviews were conducted to collect primary and qualitative data from hotel managers of the sampled hotels. Template analysis was used to analyze the data in order to understand how market orientation impacts selected marketing performance indicators. The study has provided insight into how market orientation impacts marketing performance indicators, precisely sales growth, customer complaints, customer satisfaction, and customer retention. The limitations of the study are that it is a cross-sectional study and it involved only officials of the hotels as participants. Also, the study does not explain how customers perceive market orientation practices and how market orientation affects customer buying behavior. Research implications are that longitudinal research design and involvement of customers as participants should be considered in future-related qualitative studies. The contribution of this study to knowledge is that it has given some explanations to how market orientation impacts sales growth, customer complaints, customer satisfaction, and customer retention in the hotel business.

This chapter investigates the effect of customer orientation and CRM organization on hotel financial performance. A model of enhancing hotel financial performance through customer satisfaction practices was tested. Customer satisfaction was hypothesized to be a mediator in the relationships between customer orientation and CRM organization and the result being financial performance. The sample consisted of 54 hotels that was made up of three 5-star, fifteen 4-star, and thirty-six 3-star hotels in Ghana. A quantitative deductive approach was employed to gather data using cross-sectional survey, which was analyzed using PLS-SEM to check the validity, reliability and factor loading of the data. The findings revealed that, CRM organization enhances customer satisfaction and financial performance of hotels. Also, customer orientation showed significant positively related to customer satisfaction in the hotels. Surprisingly, the effects of CRM organization and customer orientation on financial performance through customer satisfaction were insignificant. Thus, customer satisfaction failed to mediate the effect of CRM organization and customer orientation on the financial performance of hotels. This suggests that though an effective CRM organization enhances customer satisfaction, it directly affects the financial performance of hotels. The outcomes have useful implications for CRM implementation on hotel financial performance in Ghana.

This study focuses on the factors that determine the readiness of hotels to implement customer relationship management (CRM) in hotels within the context of Ghana. The sample consisted of 292 employees (restaurant managers, customer service officers, customer relations' officers, and marketing managers) from 3- to 5-star hotels. The study adopted a quantitative deductive approach to collected data using cross-sectional survey, which was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings revealed that management change initiatives and culture have significant impact on organizational readiness to implement CRM in hotels, specifically Ghana. Also, the organizational culture partly mediates management change initiatives and organizational readiness to implement CRM activities. On the other hand, use of technology proved not to mediate management change initiatives and organizational readiness as the relationship proved not to be significant. Also, culture and use of technology have not mediated management change initiatives and organizational readiness as the indirect path proved not to be significant. The outcomes have useful implications for CRM adoption by hotel managers.