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HR professionals have identified the power of information sharing for employer branding that could be obtained through the rapid growth of social media usage. The growing interest in and power of social media seem to be important for companies that want to make themselves known as interesting employers and to recruit prospective employees, using techniques that are more common to job seekers and recruiters. This study aims to explore the immediate future of employer branding through social media, as envisioned by academics and HR practitioners.

To look into the future of employer branding, we use the Delphi technique for forecasting, planning, issue identification, and framework development (Bobeva & Day, 2002). Two groups of respondents participated in this three-part study: 11 academics and 20 HR professionals. They were selected because of their research into the integration of HRM and IT from the e-HRM Global mailing list. The panelists participated in the research via electronic communication. The data were collected in three rounds from November 2010 to April 2011.

Research has revealed differences in the opinions of academics and HR professionals on the impact of social media on employer branding. The academics see its general effect as the targeting of audience for recruitment, marketing/company brand, and ways of communication/HR competencies. The practitioners see the image of the employer, visibility of the company, and organization responsiveness. The study presents other findings within the boundaries of employer branding value proposition, internal and external marketing, and the role of HR professionals. According to the academics, HR professionals in the future will need to possess knowledge about marketing and communication studies and web-based applications/develop new skills. They think that social media will impact the image of HR in organizations. On the other hand, HR professionals think that the future of their activities will depend on their awareness of recruitment trends, HR innovative thinking, and HR networking skills. Although the object of their activity will remain recruitment, HR professionals will have to be continuously updated on what is new in the social media in terms of recruitment.

This study presents the results of the Delphi technique, which is itself considered an original research method and not widely accepted in the tough “publish or perish” world. The value of the research is its forecast about the future developments of employer branding through social media, as envisioned by academics and HR practitioners.

This chapter discusses emerging issues in event management with a focus on small-scale events. The author reflects on managerial approaches to stakeholder involvement and engagement, and underlines the complexity of strategy formulation for destination development planning. This contribution also provides advanced conceptual instruments for event marketing as guiding principles that permeate destination-marketing strategies. In addition, the author investigates the role and nature of sponsorship linked to enhancing the value of small-scale events and highlights fundamental issues in developing a marketing management model for place marketing and the key drivers of event management strategies involving sponsors and event participants.

This chapter reviews emergent research streams as a basis for a dynamic multilevel perspective on organizational buying behavior that can link seminal studies to more contemporary issues raised by managers and scholars alike. Since Johnston and Lewin's (1996) review, the literature does not include a comprehensive analysis of recent themes or general directions. From a managerial perspective, some of these issues that need coverage include the following questions. What are the best practices for integrating the organizational buying process with product design, development, and innovation? How can technology, media, and automation be leveraged in the buying process? For supplier relationships in which trust and commitment have been established, what are the best practices for using this to build competitive advantage? What are the best practices for leveraging the brands of products or services that are not owned by a firm? What are the best practices for managing buying processes across international markets?

The aim of the study is to explore the adoptions of augmented reality and virtual reality used by hotels in terms of increasing room sales and reaching out to potential clients. Mobile technology is an exceedingly important tool for hotels to provide booking-related information and also creates a great opportunity for innovative services and experiences for customers.

Based on extensive literature, study examines how the augmented reality (AR) and virtual reality (VR) are important in the selling of hotel rooms and providing an innovative experience to guests while selecting and booking of hotel rooms.

The contribution of augmented reality (AR) and virtual reality (VR) is to discuss the increasingly significant role in the selling of hotel rooms. This chapter deals with the mobile technology to provide an opportunity and a platform to hotel management as well as guests.

In order to fully comprehend the level to which hotel guests accept the use of these technologies for hotel selection, this study focuses on mobile technologies, such as smartphone applications. Since mobile technology has space for growth and will fundamentally alter the way that hotels are now managed.

This research is to identify how user-generated contents (UGC) affect a pre-trip decision on the booking of a guesthouse among international travelers. Online surveys are conducted among social network users who have booked an ecolodge in the past year. A snowball sampling is used, which posts a questionnaire link in social networks including Twitter, Facebook, and Instagram in addition to travel blogs. This study indicates a positive relationship between UGC and lodging selection. UGC is considered as a significant predictor of booking an environmentally friendly guesthouse. Among the UGCs, travelers' review is the most important one influencing guesthouse selection. Future studies may focus on other IT potentials such as “Gamification” or other types of content such as “Podcasts” or “live videos” to engage independent travelers.

Three major environmental changes are taking place regarding business-to-business salesforce. The first trend is the marketing discipline's shift from a product-focus to a service-focus. In response, firms are shifting their salesforce from a product-focus to providing integrated products and services or solutions to their customers. The second trend that is affecting salesforce is the enhanced utilization of technology, as technology is being used to handle some selling tasks (e.g., information provisioning). The third trend is globalization that is evolving to a stage where global salesforce originating from different countries is interacting with customers from different countries. This chapter suggests that these three trends are changing salesforce strategy, structure, and processes. The chapter reports on the decline in product-based salesforce, growth in customer-focused and global salesforce, globalization of salesforce, and the broader business and research implications. The shifts are dramatic and for researchers, it will be a new and fertile area of research.

Hotels, the second largest component of online travel, have traditionally collected customer data through loyalty or customer relationship management programmes, compiling data about customers and using it to improve customer service and marketing efforts (Piccoli & O’Connor, 2003). Recent growth in online sales has given them access to even more granular and topical data. In particular technologies such as cookies, web bugs and beacons allow data on an individual’s browsing (e.g. the pages they have visited or the searches they have conducted) to be collected, consolidated and analysed to reveal detailed insights about customers which can subsequently be used for marketing purposes (Gilbert, 2008). While previous studies have investigated data collection by hotels, for the most part these have focussed on data surrendered voluntarily, with none addressing data collection through automated means. This chapter therefore attempts to fill this research gap, investigating whether and how hotel companies use such techniques, and whether consumers are adequately informed about this data collection process. Using the top 50 global hotel brands as a population, it explores both cookie disclosure and cookie practice by global hotel brands. The findings demonstrate that hotel brands, particularly those with their headquarters in the USA, are making extensive use of online monitoring technologies, typically for marketing purposes. In most cases, this data collection is happening surreptitiously, with the data protection notices that exist overtly long as well as crouched in highly technical language. Despite legislative changes that amplify the need to inform consumers about data collection, few hotel chains currently comply with the principles of informed consent, leaving many open to potential sanction.

Interest in car-sharing initiatives, as a tool for improving transport network efficiency in urban areas and on interurban links, has grown in recent years. They have often been proposed as a more cost effective alternative to other modal shift and congestion relief initiatives, such as public transport or highway improvement schemes; however, with little implementation in practice, practitioners have only limited evidence for assessing their likely impacts.

This study reports the findings of a Stated Preference (SP) study aimed at understanding the value that car drivers put on car sharing as opposed to single occupancy trips. Following an initial pilot period, 673 responses were received from a web-based survey conducted in June 2008 amongst a representative sample of car driving commuters in Scotland.

An important methodological aspect of this study was the need to account for differences in behaviour to identify those market segments with the greatest propensity to car share. To this end, we estimated a range of choice model forms and compared the ability of each to consistently identify individual behaviours. More specifically, this included a comparison of:

Standard market segmentation approaches based on multinomial logit with attribute coefficients estimated by reported characteristics (e.g. age, income, etc.);

A two-stage mixed logit approach involving the estimation of random parameters logit models followed by an examination of individual respondent's choices to arrive at estimates of their parameters, conditional on know distributions across the population (following Revelt & Train, 1999); and

A latent-class model involving the specification of C classes of respondent, each with their own coefficients, and assigning each individual a probability that they belongs to a given class based upon their observed choices, socioeconomic characteristics and their reported attitudes.

As hypothesised, there are significant variations in tastes and preferences across market segments, particularly for household car ownership, gender, age group, interest in car pooling, current journey time and sharing with a stranger (as opposed to family member/friend). Comparing the sensitivity of demand to a change from a single occupancy to a car-sharing trip, it can be seen that the latter imposes a ‘penalty’ equivalent to 29.85 IVT minutes using the mixed logit structure and 26.68 IVT minutes for the multinomial specification. Segmenting this latter value according to the number of cars owner per household results in ‘penalties’ equivalent to 46.51 and 26.42 IVT minutes for one and two plus car owning households respectively.