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The study seeks to explore the intricate dynamics among customer relationship management (CRM) practices, guest satisfaction and loyalty in the hospitality context. Additionally, it aims to examine the moderating influence of guest engagement on the relationships between CRM practices and guest satisfaction and loyalty.

An integrated theoretical framework is developed by incorporating CRM practices and guest engagement into the satisfaction-loyalty framework. Two research instruments were adapted from the literature to assess the perspectives of customers and employees in the hotel industry in Kashmir. The customer survey measured guest satisfaction, loyalty, and engagement, while the employee survey focused on CRM practices, including key customer focus and CRM organization. Data was collected using a pen-and-paper survey with convenience sampling across 10 qualifying hotels, each classified as 3-star or above. A total of 270 matched responses from guests and employees were obtained and analyzed using descriptive analysis, structural equation modeling (SEM), and moderation analysis with SPSS and AMOS software. The study utilized a rigorous data matching process to ensure reliability, with guest-employee pairs verified and cross-checked with hotel records.

The results indicate CRM practices play a pivotal role in shaping guest satisfaction and loyalty. Notably, personalization and a targeted customer approach emerged as the most influential factors in enhancing tourist satisfaction. Similarly, prospecting, personalization, and effective knowledge management significantly contributed to visitor loyalty. The establishment of robust relationships is underscored through collaborative active guest engagement. Furthermore, the study highlights the nuanced relationship between satisfaction and loyalty moderated by guest engagement. High levels of guest engagement amplify the positive impact of satisfaction on loyalty, while lower engagement levels attenuate this effect. Moreover, the moderating influence of guest engagement on the relationships between CRM practices and guest satisfaction and CRM practices and guest loyalty was notably strong at elevated guest engagement levels and relatively weaker at lower engagement levels.

While the study findings encourage organizations to prioritize customer relationship development, hospitality entities must emphasize the adoption of CRM philosophy and robust guest engagement measures. Actively involving guests in co-creating services can yield incremental benefits in terms of attracting, retaining, and effectively serving guests.

This study introduces novel dimensions to the existing CRM framework within the hospitality context, specifically exploring the impact of hotel-specific elements (personalization and prospecting) on customer satisfaction and loyalty. Furthermore, it innovatively investigates the moderating role of guest engagement in the satisfaction-loyalty relationship, expanding its scope to include the relationships between CRM practices and guest satisfaction and guest loyalty.

This research investigates the role of customer involvement (CINV) in customer relationship management (CRM) dimensions and customer retention (CR) in Ghana’s hotel industry.

This quantitative-based explanatory research obtained primary data via structured questionnaires from 277 hotel customers in Ghana, processed it with SmartPLS4.0 software, and analysed it with structural equation modelling.

CRM dimensions (CRM-based technology, managing knowledge and personalisation of services) and CINV positively affect CR. Also, CINV partially mediates the interactions between the CRM dimensions and CR in Ghana’s hotel industry.

The study is geographically limited to hotels in Ghana and conceptually limited to three CRM dimensions, CINV and CR. Methodologically, the study was limited to the quantitative approach. However, our outcomes imply that hotels in Ghana that invest in relevant CRM dimensions would improve CR. CRM-CR association can also be improved through CINV.

The study outcomes imply that when Ghanaian hotels implement the CRM dimensions and foster active CINV, their customers’ retention will improve significantly. Hence, CRM and CINV are prerequisites for enhancing CR in Ghana’s hotel industry.

The study offers valuable contributions to the current literature on CRM, consumer behaviour and hospitality management, especially in a developing economy context. Its novel contribution, the mediating role of CINV, would advance CRM studies in the hospitality sector.

The increased digital interactions in the B2B industry have enhanced the importance of customer engagement as a measure of firm performance. This study aims to map and analyze temporal and spatial journeys for customer engagement in B2B markets from a bibliometric perspective.

The extant literature on customer engagement research in the B2B context was analyzed using bibliometric analysis. The citation analysis, keyword analysis, cluster analysis, three-field plot and bibliographic coupling were used to map the intellectual structure of customer engagement in B2B markets.

The research on customer engagement in the B2B context was studied more in western countries. The analysis suggests that customer engagement in B2B markets will take centre stage in the coming times as digital channels make it easier to track critical metrics besides other key factors. Issues like digital transformation, the use of artificial intelligence for virtual engagement, personalization, innovation and salesforce management by leveraging technology would be critical for improved B2B customer engagement.

The study provides a comprehensive reference to scholars working in this domain.

The study makes a pioneering effort to comprehensively analyze the vast corpus of literature on customer engagement in B2B markets for business insights.

This study aims to examine how hotel customer relationship management (CRM) practices affect tourist behavioural loyalty. This study also investigates the relationship quality (trust and satisfaction) as a mediator between CRM practices and tourist behavioural loyalty in Bangladesh’s hotel sector.

Data was collected through a survey using a standardized questionnaire that used a five-point Likert scale. A total of 411 respondents were selected using a convenient sampling method. The data was analysed and interpreted using Smart-PLS.

Relationship quality (both trust and satisfaction) partially mediates the relationship between hotel CRM practices and tourist behavioural loyalty in the hospitality industry.

The Bangladeshi hotel management can use the outcomes of this study to enhance tourist loyalty by implementing and maintaining better CRM features in the hotel.

The unique contribution to the hotel industry of Bangladesh is the role of relationship quality, which includes trust and customer satisfaction, as a mediator between hotel CRM practices and traveller behavioural loyalty.

The purpose of this paper is to explore mechanisms of the overseas marketing assets needed for marketing dynamic capability in Chinese multinational enterprises (MNEs) settings. Marketing assets of foreign subsidiaries contribute to the dynamic capability of MNEs, which are crucial for their sustained competitiveness. This kind of mechanism attracts much attention in academia and industry. However, there are few studies on how dynamic capabilities are developed in MNEs considering the organizational structure of geographically dispersed assets in multiple locations. This paper aims to examine the effect of knowledge-based and relational-based marketing assets on dynamic marketing capabilities and the mediating effect of customer orientation on Chinese MNEs.

Integrating the dynamic capability approach and the international marketing literature, this study examines the impact of two types of marketing assets of foreign subsidiaries, focusing on knowledge-based and relationship-based marketing assets, on the dynamic marketing capabilities of Chinese MNEs. A large-scale empirical study of Chinese MNEs operating in overseas markets was performed, and the questionnaires were distributed and collected.

The results suggest a positive impact of knowledge-based and relationship-based marketing assets on marketing dynamic capability. We find that customer orientation has a positive mediating effect on the relationship between marketing assets and marketing dynamic capability. We also find that the competitive strength of the overseas market negatively moderates this relationship.

This study aims to contribute to the existing literature with a more fine-grained understanding of marketing assets and marketing dynamic capability, then provides theoretical guidance and management suggestions for the formulation and implementation of internationalization strategies of Chinese MNEs.

The findings outline several important implications for MNEs seeking into expand to overseas markets.

This paper contributes a novel, combined perspective on marketing assets and marketing dynamic capability.

This paper aims to investigate the effect of gamified e-service quality (GE-SQ) on customer value co-creation, relationship quality and purchase intention in e-retailing.

A questionnaire was used to collect data from a sample of 549 e-retailing customers who participated in a gamified online service process. A structural equation modeling approach was adopted to analyze the model.

The empirical evidence confirmed that GE-SQ encouraged customer value co-creation behavior and relationship quality. Customer value co-creation and relationship quality led to higher purchase intention. Also, value co-creation and relationship quality partially mediated the relationship between GE-SQ and purchase intention.

The findings increase our knowledge of GE-SQ and its behavioral consequences. Moreover, the study proposes and validates a theoretical framework based on GE-SQ, value co-creation and customer relationship quality. This study provides insight into using gamification as a practical tool in the e-retailing industry.

Customer Experience Management (CXM) has already outgrown its infancy and must now position itself for long-term strategic success. However, the best Customer Experience Strategy (CXS) is worth little if not implemented effectively. Therefore, the present study investigated the determinants of the successful implementation of CXS and its results.

Key success factors were identified based on intensive desk research complemented by an exploratory qualitative study. The relevance of these determinants and the impact of successful CXS implementation were examined in a quantitative study involving 264 Customer Experience (CX) managers from several countries.

The results demonstrate the significant positive effects of the four determinants of top management support, CX-related organizational involvement, CX measurement ability, and internal use of CX data on CXS implementation success. Additionally, cross-functional working acts as a moderator. Moreover, the findings show the positive effects of successful CXS implementation on organizational customer orientation and customer relationship performance. Finally, our findings lead to essential theoretical and managerial implications.

While previous studies focused on CX or CXM, this study contributes to the research field by empirically testing the central determinants of successful CXS implementation and demonstrating the firm-internal (organizational customer orientation) and firm-external (customer relationship performance) effects of successful CXS implementation.

The purpose of this paper is to examine the mediating effect of a firm’s customer centricity and market orientation on the relationship between the knowledge management and business performance.

The hypotheses proposed for this study were tested on the data collected from 274 sample firms using partial least square-based structural equation modeling.

According to the findings of this study, a firm’s customer-centricity fully mediates the relationship between explicit and tacit knowledge management and a firm’s business performance, whereas a firm’s market orientation partially mediates the relationship between tacit and implicit knowledge management systems and a firm’s business performance.

This study can be considered as a pioneer work that investigates how explicit and tacit knowledge can be transformed into business performance with the mediating effect of a firm’s customer centricity and market orientation on this relationship.

Customer–provider relationships unfold through multiple touchpoints across different channels. However, some touchpoints are more important than others. Such important touchpoints are viewed as “moments of truth” (MOTs). This study examines the impact of a series of touchpoints on an MOT, and the role MOTs play in determining future profitability and other behavioral outcomes (e.g. customer retention and customer cross-buy) in a business-to-business (B2B) context.

Building upon social exchange theory, a conceptual model is proposed and tested that examines the impact of human, digital, and physical touchpoints and past MOTs on customer evaluation of a current MOT and on future customer outcomes. This research employs a longitudinal methodology based on a unique panel dataset of 2,970 B2B customers.

Study results show that all touchpoints significantly contribute to MOTs, while human and physical touchpoints maintain their primacy during MOTs. The impact of MOTs on future customer outcomes is also demonstrated.

This study highlights the need for prioritizing human and physical touchpoints in managing MOTs, and for carefully managing MOTs across time.

Given its B2B outlook and longitudinal approach, this research contributes to the multichannel and interactive marketing literature by determining relevant touchpoints for B2B customers.

The aim of this paper is to investigate the role of the stakeholder's relationship with supply chain resilience (SCR) and organizational performance (OP) using the lens of stakeholder theory in the manufacturing and service industry. Investigating the supply chain community in Pakistan, this paper explores the relationship between SCR, OP and the stakeholder's relationship (including customers and suppliers).

A partial least square (PLS) – structural equation modeling (SEM) technique using SmartPLS 3.3.3 was used to test the hypotheses. Data were collected through a survey (questionnaire) completed by 202 supply chain representatives. All respondents were supply chain professionals working in different organizations in Pakistan.

The findings of the study revealed that supplier relationship (SR) and customer relationship (CR) have a positive and significant impact on SCR and a positive and significant relationship between SCR and OP. A positive and significant relationship between customer relationship and OP was also noted. The mediating role of SCR is also found positive and significant.

The outcomes of the study will help managers to strengthen SCR through relationship management. The study is also helpful to increase OP through stakeholder management.

This study empirically tests an inclusive model with a PLS-SEM technique where SCR plays a mediating role in the mechanism, which is crucial since the supplier and customer (stakeholder) relationship has been never tested to gauge the OP by positioning SCR as a mediator while using the lens of stakeholder theory.