CRM (Customer Relationship Management) | Assignment

Running head: CRM AND HOSPITALITY MANAGEMENT
CRM AND HOSPITALITY MANAGEMENT
Name of the student
Name of the university
Author note

1CRM AND HOSPITALITY MANAGEMENT
Table of Contents
Introduction......................................................................................................................................2
Task 1...............................................................................................................................................2
Need for CRM in the organization..............................................................................................2
Importance of anticipating customers’ needs and preferences....................................................3
Customer service standards and ensure staff maintain them, allocating resources appropriately
.....................................................................................................................................................3
Possible actions to prevent problems...........................................................................................3
Causes of complaints...................................................................................................................4
Complaints procedure..................................................................................................................4
Task 2...............................................................................................................................................4
Evaluation plan in accordance with organisational requirements...............................................4
Assessment of strengths, areas for improvement and patterns of repeated customer complaints
.....................................................................................................................................................7
Pitfalls against quality standards.................................................................................................8
Quality attributes and measures and components of an effective quality system.......................8
Using quality standards for making improvements.....................................................................9
Recommended improvements that are practicable......................................................................9
Conclusion.....................................................................................................................................10
References......................................................................................................................................11

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Introduction
CRM (Customer Relationship Management) plays an important role in improving the
experience of the clients or the customers in the tourism and hospitality sector. It has been
observed that more than 92% of the organizations in the hospitality and tourism industry, around
the world, employs a customer- centric approach for improving the experience of the clients and
retain their commitment (Morozov and Morozova 2020). Therefore, the report will take the
initiative of reviewing the different CRM related measures that are undertaken by the
organization, in the hospitality industry of France, while aiming to improve the experience of the
customers.
Task 1
Need for CRM in the organization
Customer Relationship Management (CRM) is a significant factor that dwells in every
organization in the dynamics of tourism and hospitality industry. CRM is identified through its
objectives in the sector of Decreasing costs, improvement of customer service, customer
retention, profitable outcomes and sustainable competitive benefits. Through these variant
domains of the Customer Relationship Management, the organization based in France targets to
attract new customers by predicting the behavioral traits of purchasing or buying along with the
competitive advantage. It further incudes customer satisfaction, acquisition of new customers
and customer retention through the development of strong relationships with the customer
(Aureli and Supino 2017). The information and knowledge provided by the assistance of
effective management regarding the product features and innovations incorporated in the
organizations also functions favorably in the deliverance of customer service and further these
services identify the need of CRM implementation.

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Importance of anticipating customers’ needs and preferences
The involvement of anticipating customer’s need and preferences provides immense
beneficial factors and are essentially incorporated in the organizations based in France.
Understanding the customer base according to the organizational preferential traits and lifestyle
is important because there are certain organization in France that implements its innovations and
product features according to particular category of customer base. For example, green services
in luxury tourism hotels, where management seeks for the customer who leads luxurious lifestyle
along with services (Luturlean and Anggadwita 2016). Therefore, the anticipation provided with
detailed measurement of the customer’s needs and preferences are encouraged. Through the
strategy of segmentation, targeting and positioning; the organizations retains favorable and
profitable business in the operational process of the hospitability industry.
Customer service standards and ensure staff maintain them, allocating resources
appropriately
The standards that are mandated for the hotels in France are specifically focused on
improving the quality of assistance that are provided by the same to the customers (Venkatesan,
Petersen and Guissoni 2018). It has been observed that the service standards of the hospitality
industry included the establishment of a reception area (Durmusoglu et al. 2018). In this
relation, the introduction of the service standards in the policy of the organization and providing
adequate training to the employees would allow the businesses in developing the quality of the
offerings and the service delivery process.
Possible actions to prevent problems
Various problems in France stands as barriers in the growth of business in the tourism
industry. The possible actions to reduce the barriers can be identified by incorporating policies in

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the tourism and economic trade along with the cultural, ecological, social and institutional assets.
The major factor that is needed to be focused on by the organization is maintenance of tourist
spots by developing the conservational methods and measures to retain a sustainable
biodiversity.
Causes of complaints
Every organization tries to avoid the negative feedbacks, adversities and conflicts.
Depending on these reviews as well as the complaints, the recognition of an organization is
marked (Vrbka and Rowland 2019). The causes of complaints emerges generally from the
services provided to the customer especially in the sector of customer satisfaction and
preferences. In addition the complaints arise often from the management and operational process
due to which the lack of knowledge and information regarding global status is faced.
Complaints procedure
Any organization must pay attention regarding handling the domain of compliant
procedure even if the complaint emerges without any justification. The approach of embracing
the complaints are much better than evading it (Bahri-Ammari and Bilgihan 2019). Therefore,
the complaints are delved deeper through the assessment of customer service and support
application. The process further proceeds with the help of steering committee that manages the
implementation and operation of the essential complaints to maintain the progress in solving the
complaint.

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Task 2
Evaluation plan in accordance with organisational requirements
The evaluation plan plays a central role in increasing the effectiveness of the business
operations while addressing the loopholes in the process design or structure (Rather and
Hollebeek 2019). It has been observed that the concerned organization, has taken the initiative
of inducing a monitoring and controlling activity in accordance with the changing preferences of
the customers. The section would enumerate the different activities and responsible personnel
that evaluates the different performance related aspect of the organization in accordance to the
demand of the customers.
Activities
Responsible
person Reported to Timeframe Rationale
Assessing the
customer
complaints
Customer
relationship
officer
Operations
manager of the
organization
In every 6 days
The assessment
of the customer
complaints
allowed the
organization in
enforcing
different
modifications in
the service
delivery process
and the
propositions that

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are made by the
venture (Kumar
and Reinartz
2018)
Evaluating the
service
standards and
its application in
the business
processes
Quality analyst Operations
manager of the
organization
In every 2
months
The assessment
of the service
standards and
applying the
same in the
context of the
concerned
organization
allowed in
improving the
overall process
of service
deliveries in
accordance with
the changing
requirements of
the customers
Overall
monitoring of
Quality analyst,
supervisors from
Operations
manager of the
In every 2 weeks The overall
assessment of

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the
organizational
service delivery
process
the respective
departments, line
managers
organization the
organizational
processes
enabled the
organization in
identifying the
loopholes and
amending the
operations in
accordance with
the demand of
the customers.
Assessment of strengths, areas for improvement and patterns of repeated customer
complaints
The concerned organization provided the customers with a beautiful nostalgic ambience
and classic experience. The major strength of the organization is specifically based on the
location of the hotel and the tranquil ambience for which most of the customers are satisfied
(Sigala 2018). However, there are certain issues in the offering of the venture, which has
affected the capability of the same in improving the experience of the customers while retaining
their commitment. In most of the reviews that the organization received from the customers, it
has been observed that 63% clearly portrayed behavioral issues of the employees and the staff
members, tainting the proposed experience (Montargot and Lahouel 2018). Moreover, it has

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been observed through the customer reviews that inadequacy of resources like towels and other
necessary equipment’s in the spa section affected the quality of experience to the clients.
Again, the food offered by the organization are less diverse, formal and poorly cooked
which again restricted the capability of the organization in improving the quality of service that
is provided by the venture (Sao Joao, Spowart and Taylor 2019). However, more than 86% of
the customers clearly mentioned the comfort and luxury offered by the concerned organization
and the aesthetic value propositions that are made through improved ambience. Therefore, the
organization has been taking steps to develop the service quality continuously, to adhere to the
market competition while increasing their customer base and market share in the markets.
Pitfalls against quality standards
The concerned organization holds a reception area, however, it failed to provide adequate
assistance in serving the queries of the customers (Khan and Hefny 2019). It affected the
capability of the venture in gaining over the trust and commitment of the customers. The lack of
information transmission has also affected the venture in improving the rate of sales volume
(Udunuwara, Sanders and Wilkins 2016). Moreover, the lack of reliable information on the
services that are offered by the venture curtailed the capability of the same in making the guests
aware and increase the sales. On the other hand, the recruitment of sensible staff members are an
important standard that might be followed by the hotels for empowering the performance.
However, the organization’s staff and employees reflect a rude behavior towards the clients
which has affected the capability of the venture in maintaining their propositions as per the
quality standards (Álvarez-Bermejo, Belmonte-Ureña and Estrella-Ramón 2016). Lastly, the
inability of the organization in recording complaints and assessing the issues have resulted to

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inefficiency of the organization in upholding the effectiveness of the business procedure as per
the needs of the customers.
Quality attributes and measures and components of an effective quality system
The quality attributes that might be considered by the concerned business for
implementing an effective quality system is being discussed in this section of the analysis.
Quality attributes Measures
Information on the services Retention of committed customers
Behaviour of the employees and their attitude
towards the clients
Increased sales volume and customer
satisfaction
Quality of food and beverages Improvements in the ratings provided by the
clients and referrals made by the same
Using quality standards for making improvements
The quality standards play an important role in shaping the services that are being
provide by a hospitality organization. In this relation, the quality standards provide the owners
with the list of requirements that might be adhered by the same with the purpose of improving
the quality of the service delivery process and the offerings. Iyer and Jarvis (2019) stated that the
different changes in the service propositions of a hospitality based organization is focused on
maintaining the service quality standards. Therefore, the quality standards guides the operational
designs of a hospitality organization while improving the target base of customers.

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Recommended improvements that are practicable
 Training of the employees: The training of the employees would allow the concerned
hotel business in making the same aware of the service standards and the manner in
which the customers might be served as per the expectations of the same. The
improvements in the behavior of the staff members while assisting the customers would
allow the venture in increasing the effectiveness of the business propositions in harmony
with the expected service requirements of the customers.
 Developing effective interaction strategies: The effective interaction or communication
with the customers would allow the organization in identifying the concerns that are
being faced by the same while operating as per the service standards. Moreover, clear
interaction with the customers would allow the concerned venture in making the clients
aware of the differentiated service propositions in accordance with the expectations of the
same.
 Monitoring and controlling the quality of the service delivery and offerings: The
monitoring and controlling activities posed towards improving the quality of the service
delivery process and offerings would support the venture in inducing continuous
improvements. Continuous improvements in the services that are made by the venture
would allow the same in gaining a competitive edge over the existing market players.
Conclusion
Therefore, from the above analysis it might be stated that CRM holds an important
position in adhering to the expectations of the customers. The service standards critically guides
a hospitality organization in improving the quality of the service delivery process or the
proposition that are made by the concerned business. In this connection, the report examined the

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different means by which the concerned business might improve on its service propositions
while identifying the concerns faced by the customers and rectifying the same as per their
expectations.

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References
Álvarez-Bermejo, J.A., Belmonte-Ureña, L.J. and Estrella-Ramón, A., 2016. AN INNOVATIVE
TECHNOLOGY PROPOSAL FOR IMPROVING COMMUNICATION, SOCIAL
REPUTATION, AND SERVICE QUALITY: A CASE APPLIED TO THE HOSPITALITY
SECTOR. El profesional de la información, 25(6).
Aureli, S. and Supino, E., 2017. Online Reputation Monitoring: An exploratory study on italian
hotel managers’ practices. International Journal of Hospitality & Tourism Administration, 18(1),
pp.84-109.
Bahri-Ammari, N. and Bilgihan, A., 2019. Customer retention to mobile telecommunication
service providers: the roles of perceived justice and customer loyalty program. International
Journal of Mobile Communications, 17(1), pp.82-107.
Durmusoglu, S.S., Nayir, D.Z., Chaudhuri, M., Chen, J., Joens, I. and Scheuer, S., 2018. Barriers
to firm service innovativeness in emerging economies. Journal of Services Marketing.
Iyer, G.R. and Jarvis, L., 2019. CSR adoption in the multinational hospitality
context. International Journal of Contemporary Hospitality Management.
Khan, M.A. and Hefny, M., 2019. Systematic Assessment of Theory-Based Research in
Hospitality Management: A Prelude to Building Theories. Journal of Hospitality & Tourism
Research, 43(4), pp.464-488.
Kumar, V. and Reinartz, W., 2018. Loyalty programs: design and effectiveness. In Customer
Relationship Management (pp. 179-205). Springer, Berlin, Heidelberg.

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Luturlean, B.S. and Anggadwita, G., 2016, August. Customer experience management in the
hotel industry: Principles, theory and practice. In 2016 Global Conference on Business,
Management and Entrepreneurship. Atlantis Press.
Montargot, N. and Lahouel, B.B., 2018. The acceptance of technological change in the
hospitality industry from the perspective of front-line employees. Journal of Organizational
Change Management.
Morozov, M. and Morozova, N., 2020, January. Innovative Staff Training Strategies for the
Tourism and Hospitality Industry. In 5th International Conference on Economics, Management,
Law and Education (EMLE 2019) (pp. 393-396). Atlantis Press.
Rather, R.A. and Hollebeek, L.D., 2019. Exploring and validating social identification and social
exchange-based drivers of hospitality customer loyalty. International Journal of Contemporary
Hospitality Management.
Sao Joao, M.E., Spowart, J. and Taylor, M.A., 2019. Employee training contributes to service
quality and therefore sustainability.
Sigala, M., 2018. Implementing social customer relationship management. International Journal
of Contemporary Hospitality Management.
Udunuwara, M., Sanders, D. and Wilkins, H., 2016. Customer relationship management (CRM)
practices in the hotel sector from the perspective of leisure travelers.
Venkatesan, R., Petersen, J.A. and Guissoni, L., 2018. Measuring and managing customer
engagement value through the customer journey. In Customer Engagement Marketing (pp. 53-
74). Palgrave Macmillan, Cham.

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Vrbka, J. and Rowland, Z., 2019, April. Using artificial intelligence in company management.
In International Scientific Conference “Digital Transformation of the Economy: Challenges,
Trends, New Opportunities” (pp. 422-429). Springer, Cham.

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