Check‐in significance

Differentiating loyalty reward members and non‐members

Bibliographic Data

ID21653741
AuthorsJiyoung Hwang (0000-0002-7778-374X, William F. Harrah College of Hospitality University of Nevada, Las Vegas Las Vegas Nevada USA, corresponding author), Solbi Lee (0000-0002-7453-8554, College of Hotel and Tourism Management Youngsan University – Busan Campus Busan South Korea), James A Busser (William F. Harrah College of Hospitality University of Nevada, Las Vegas Las Vegas Nevada USA), Lenna V Shulga (0000-0002-1653-8898, School of Travel Industry Management University of Hawaiʻi at Mānoa Honolulu Hawaii USA)
Year2024
Volume26
Issue4
Publication date2024-07-01
Open AccessYes
TypeARTICLE
VenueInternational Journal of Tourism Research (JOURNAL)
Journal identifiersISSN: 1099-2340 • E-ISSN: 1522-1970
PublisherWiley (PUBLISHER • GB)
DOI10.1002/jtr.2688
OpenAlexW4401034710
LanguageEN
Citations received2
References cited36

Interactions between service employees and customers at check‐in shape customers' first impressions and lead to their future behavioral intentions. Even though customer relationship management (CRM) relies heavily on the hospitality check‐in experience, research is scarce on its impacts and the moderating effect of loyalty membership programs. Based on the broaden‐and‐build theory, the current study examined customer check‐in significance associated with their outcomes and compared two groups to determine if loyalty programs have a meaningful impact. The findings confirmed the importance of the check‐in experience and the moderating effect of loyalty membership was significantly related to customers' perceptions

Advertising · Business · Customer Relationship Management · Customer satisfaction · Hospitality · Hospitality industry · Loyalty · Loyalty business model · Perception · Service quality · Tourism · Customer Service Quality and Loyalty · Job Satisfaction and Organizational Behavior · Psychology · Psychology of Social Influence · Marketing

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