Purpose of the study: Aim of this study is twofold: (1) to investigate the current adoption of Marketing Performance Management Systems by leading tourism firms belonging to hospitality, tour operators, and travel agencies sectors; and (2) to evaluate how the adoption of such metrics impacts on their decision-making activity. Design/methodology/approach: The research adopts the in-depth interviewing methodology. We selected 28 tourism firms (12 hotels, 8 travel agencies, 8 tour operators) that were among the major players in their respective sectors in Italy. Semi-structured interviews were conducted with their managers. Analysis of frequency was used to detect the most frequently adopted metrics. Content analysis was performed to understand the impacts of such metrics on decision-making activity. Findings: Metrics related to revenues, customer complaints and satisfaction were reported as the most frequently adopted by participants. Overall the presence of about 40 different metrics emerged from the study: detailed data are reported and discussed. In addition, data show that firms strongly perceive the need to design their specific dashboard of marketing metrics. Respondents state that the metrics provide them with timely feedback that is immediately reflected into corrective measures in marketing strategy implementation. In addition, the need for more accurate metrics is underlined: on this point firms are following a trial and error learning process. Originality/value: The issue of marketing performance measurement in tourism has been widely overlooked. Most of previous work has dealt with measuring either financial or operational performance in several tourism sectors. At the same time, to the authors’ knowledge, comprehensive studies about the return on marketing investments in tourism are available only at the destination marketing level and not at the firm level. This study aims to contribute to fill this gap. Research limitations/implications: The study contributes to advance knowledge about marketing performance measurement in tourism. Nonetheless the limited sample size suggests caution before generalizing the findings. Practical implications: The findings give an overview of the current practices of marketing performance measurement by some of the major tourism firms. Such results may serve as benchmark for other tourism firms.
Marketing performance measurement in hotels, travel agencies and tour operators: a study of current practices
CASSIA, FABIO;
2013-01-01
Abstract
Purpose of the study: Aim of this study is twofold: (1) to investigate the current adoption of Marketing Performance Management Systems by leading tourism firms belonging to hospitality, tour operators, and travel agencies sectors; and (2) to evaluate how the adoption of such metrics impacts on their decision-making activity. Design/methodology/approach: The research adopts the in-depth interviewing methodology. We selected 28 tourism firms (12 hotels, 8 travel agencies, 8 tour operators) that were among the major players in their respective sectors in Italy. Semi-structured interviews were conducted with their managers. Analysis of frequency was used to detect the most frequently adopted metrics. Content analysis was performed to understand the impacts of such metrics on decision-making activity. Findings: Metrics related to revenues, customer complaints and satisfaction were reported as the most frequently adopted by participants. Overall the presence of about 40 different metrics emerged from the study: detailed data are reported and discussed. In addition, data show that firms strongly perceive the need to design their specific dashboard of marketing metrics. Respondents state that the metrics provide them with timely feedback that is immediately reflected into corrective measures in marketing strategy implementation. In addition, the need for more accurate metrics is underlined: on this point firms are following a trial and error learning process. Originality/value: The issue of marketing performance measurement in tourism has been widely overlooked. Most of previous work has dealt with measuring either financial or operational performance in several tourism sectors. At the same time, to the authors’ knowledge, comprehensive studies about the return on marketing investments in tourism are available only at the destination marketing level and not at the firm level. This study aims to contribute to fill this gap. Research limitations/implications: The study contributes to advance knowledge about marketing performance measurement in tourism. Nonetheless the limited sample size suggests caution before generalizing the findings. Practical implications: The findings give an overview of the current practices of marketing performance measurement by some of the major tourism firms. Such results may serve as benchmark for other tourism firms.
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