According (Ye et al., 2009), There are a strong relationship between online reputation and hotel room sales, finding a statistically significant positive relationship, through that hotel room prices could also be influenced positively by a stronger online reputation since customers rely heavily on reviews of other travelers. Customers could be willing to pay more for security if they are convinced about the service quality of a particular hotel based on its reputation in TA. And also Online Reputation and Product Sales the Impact of user-generated reviews (user reviews) on product sales (relative sales), since Found that an improvement in the reviews of a book is associated with an increase in the relative sales of that book in each website.
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For hotels in particular, the consumer can assess many aspects of service only after checking in, such as the quality of the facilities provided, the cleanliness of the rooms, and the friendliness of the staff. Thus, for many potential customers the search and decision stage in selecting an accommodation property will entail making some assessment about existing service quality (Sparks & Fredline, 2007).
Online reviews offer consumers insight into the service experience without having to actually be present. Negative reviews can be especially potent: previous research into the structure and content of online reviews suggests that complainants brought the readers into the experience by using highly descriptive language, allowing readers to feel that they were re-living the experience (Sparks & Browning, 2010).
Service failures, which are breakdowns in the delivery of service that result in a shortfall in meeting customer service expectations, tend to occur in the hospitality industry on a fairly regular basis, These failures often entail service quality concerns, reservation issues, and room accommodation problems, and result in low customer satisfaction, a tendency to engage in negative word of mouth, and an inclination to switch to other hotels (Mattila & Mount, …show more content…
profit, growing market share, cost reduction etc.
• Non-financial value gain – e.g. improvement of product/service, social positive effect, etc.
z
Figure No.2.12: Correlation between perceived service quality and organizational performance
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In their model the quality, perceived by employees, has a clearly positive connection with the two dimensions of organizational performance they applied. It is interesting that from the SERVQUAL dimensions only ”tangibles” and ”responsiveness” are connected to non-monetary value gain; while on the monetary gain all factors have impacts, except for the „assurance” dimension.
Quality-awareness greatly contributes to strengthening the market position, because employees are familiar with the current situation of the hotel and the managers continuously inform them relevant to
For hotels in particular, the consumer can assess many aspects of service only after checking in, such as the quality of the facilities provided, the cleanliness of the rooms, and the friendliness of the staff. Thus, for many potential customers the search and decision stage in selecting an accommodation property will entail making some assessment about existing service quality (Sparks & Fredline, 2007).
Online reviews offer consumers insight into the service experience without having to actually be present. Negative reviews can be especially potent: previous research into the structure and content of online reviews suggests that complainants brought the readers into the experience by using highly descriptive language, allowing readers to feel that they were re-living the experience (Sparks & Browning, 2010).
Service failures, which are breakdowns in the delivery of service that result in a shortfall in meeting customer service expectations, tend to occur in the hospitality industry on a fairly regular basis, These failures often entail service quality concerns, reservation issues, and room accommodation problems, and result in low customer satisfaction, a tendency to engage in negative word of mouth, and an inclination to switch to other hotels (Mattila & Mount, …show more content…
profit, growing market share, cost reduction etc.
• Non-financial value gain – e.g. improvement of product/service, social positive effect, etc.
z
Figure No.2.12: Correlation between perceived service quality and organizational performance
•
In their model the quality, perceived by employees, has a clearly positive connection with the two dimensions of organizational performance they applied. It is interesting that from the SERVQUAL dimensions only ”tangibles” and ”responsiveness” are connected to non-monetary value gain; while on the monetary gain all factors have impacts, except for the „assurance” dimension.
Quality-awareness greatly contributes to strengthening the market position, because employees are familiar with the current situation of the hotel and the managers continuously inform them relevant to