DOCSLIB.ORG

Social Media Marketing in the Hospitality Industry: the Role Of

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Social Media Marketing in the Hospitality Industry: the Role Of Iowa State University Capstones, Theses and Graduate Theses and Dissertations Dissertations 2011 Social media marketing in the hospitality industry: The oler of benefits in increasing brand community participation and the impact of participation on consumer trust and commitment toward hotel and restaurant brands Juhee Kang Iowa State University Follow this and additional works at: https://lib.dr.iastate.edu/etd Part of the Food and Beverage Management Commons, and the Marketing Commons Recommended Citation Kang, Juhee, "Social media marketing in the hospitality industry: The or le of benefits in increasing brand community participation and the impact of participation on consumer trust and commitment toward hotel and restaurant brands" (2011). Graduate Theses and Dissertations. 10447. https://lib.dr.iastate.edu/etd/10447 This Dissertation is brought to you for free and open access by the Iowa State University Capstones, Theses and Dissertations at Iowa State University Digital Repository. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Iowa State University Digital Repository. For more information, please contact [email protected]. Social media marketing in the hospitality industry: The role of benefits in increasing brand community participation and the impact of participation on consumer trust and commitment toward hotel and restaurant brands by Juhee Kang A dissertation submitted to graduate faculty in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY Major: Hospitality Management Program of Study Committee: Ann Marie Fiore, Co-major Professor Liang Tang, Co-major Professor Thomas Schrier Frederick Lorenz Russell Laczniak Iowa State University Ames, Iowa 2011 ii Table of Contents LIST OF FIGURES .................................................................................................................. v LIST OF TABLES ................................................................................................................... vi ACKNOWLEDGEMENTS .................................................................................................... vii ABSTACT ............................................................................................................................. viii CHAPTER 1. INTRODUCTION ............................................................................................ 1 Background ....................................................................................................................... 1 Problem Statement ............................................................................................................ 6 Study Objectives ............................................................................................................... 9 Definitions of Terms ......................................................................................................... 9 CHAPTER 2. REVIEW OF LITERATURE ......................................................................... 11 Social Media and Online Community Marketing ........................................................... 11 Online Communities ....................................................................................................... 13 Definition of an online community......................................................................... 13 Characteristics of an online community ................................................................. 15 Theories to Explain Participation in an Online Community .......................................... 18 Economic theory ..................................................................................................... 19 Social theories ......................................................................................................... 20 Online Community Participation .................................................................................... 21 Participation Benefits...................................................................................................... 25 Functional benefits.................................................................................................. 29 Social benefits ......................................................................................................... 31 Psychological benefits ............................................................................................ 32 Hedonic benefits ..................................................................................................... 34 Monetary benefits ................................................................................................... 35 Outcomes of Online Community Participation .............................................................. 36 Brand commitment of online community members ............................................... 36 Brand Trust among Online Community Members ................................................. 38 Moderating Role of Demographic Characteristics ......................................................... 40 Moderating roles of age .......................................................................................... 41 Moderating roles of biological gender .................................................................... 42 Research Model .............................................................................................................. 44 CHAPTER 3: RESEARCH METHODOLOGY AND DESIGN ........................................... 47 Selection of Online Communities in Facebook .............................................................. 47 Sample ............................................................................................................................ 48 iii Survey Instrument ........................................................................................................... 48 Data Collection ............................................................................................................... 53 Data Analysis .................................................................................................................. 54 Measurement model................................................................................................ 54 Structural model...................................................................................................... 55 CHAPTER 4: RESULTS ........................................................................................................ 56 Demographic Characteristics .......................................................................................... 56 Brand Profile and Manipulation Check .......................................................................... 60 Descriptive Statistics for Measures ................................................................................ 62 Measurement Model ....................................................................................................... 66 Confirmatory factor analysis (CFA) for the hotel study ......................................... 66 Confirmatory factor analysis (CFA) for the restaurant study ................................. 72 Structural Model ............................................................................................................. 78 Testing the structural model for the hotel study ..................................................... 78 Testing the fully recursive model for the hotel study ............................................. 81 Testing for moderating effects of age and biological gender for the hotel study ... 85 Testing the structural model for the restaurant study ............................................. 90 Testing the fully recursive model for the restaurant study ..................................... 93 Testing for mediating effects .................................................................................. 98 Testing the moderating effects of age and biological gender for the restaurant study ........................................................................................... 99 Summary ............................................................................................................... 102 CHAPTER 5. DISCUSSION AND CONCLUSIONS ......................................................... 107 Discussion of Findings ................................................................................................. 107 Relationships between participation benefits and community participation ........ 107 Relationships between community participation, brand trust, and brand commitment .......................................................................................................... 110 Moderating effects of age and biological gender ................................................. 113 Additional paths between participation benefits, brand trust, and brand commitment .......................................................................................................... 115 Conclusions and Implications ....................................................................................... 118 Managerial implications for the hotel study ......................................................... 119 Managerial implications for the restaurant study ................................................. 123 Summary ............................................................................................................... 126 Limitations and Future
Load more

Recommended publications
  • Newport Beach Next • Integrated Community Marketing Roadmap 3
    NEWPORT BEACH NEXT • INTEGRATED COMMUNITY MARKETING ROADMAP 3 TABLE OF CONTENTS Newport Beach & Company Dine Newport Beach Mission Statement 04 Mission Statement 22 Objectives and Strategies 05 Objectives and Strategies 23 Executive Commitee 06 Goals 25 Executive Staff 07 Budget 25 Budget 08 Strategic Plan Schematic 09 Enterprise Newport Beach Balboa Village/Balboa Island Mission Statement 26 Visit Newport Beach - Leisure Objectives and Strategies 27 Mission Statement 10 Goals 30 Objectives and Strategies 11 Budget 31 Goals 13 Budget 13 Newport Beach TV Mission Statement 32 Visit Newport Beach Conference Sales Objectives and Strategies 33 Mission Statement 14 Goals 35 Objectives and Strategies 15 Budget 35 Budget 17 Celebrate Newport Beach Mission Statement 18 Objectives and Strategies 19 Goals 20 Budget 21 4 NEWPORT BEACH & COMPANY Mission Brand Promise Newport Beach & Company is a creative Newport Beach & Company is a “Newport Beach & and focused community-marketing progressive, dynamic and innovative agency that is singularly committed marketing organization that brings Company aspires to telling the integrated Newport a results-oriented mindset along Beach brand story. By embracing a with forward-looking attitude to the to be the national variety of neighborhoods, businesses community it serves. Embracing a and individual unique voices into a learning centered environment where model for outstanding complementary story, Newport Beach & ideas can develop and be best used for Company strengthens all of its partners, the benefit of its partners, Newport integrated community drives new revenue to the city and Beach & Company’s team is a passionate enhances its overall vibrancy. steward for the Newport Beach brand. marketing and It is resourceful in creating meaningful brand leadership.” marketing programs and services and Vision setting the standard for outstanding Newport Beach & Company aspires to destination leadership.
    [Show full text]
  • Community Branding, Development & Marketing Plan Moses Lake, WA
    Community Branding, Development & Marketing Plan Moses Lake, WA August, 2007 Brand Development & Marketing Action Plan Contents Introduction and Scope of Work ......................................................................................4 #29. Downtown beautification ...........................................................................74 #30. Decorative crosswalks .................................................................................78 Strengths, Weaknesses, Opportunities, and Threats ........................................................7 #31. Shade trees, light poles, banners ................................................................80 #32. Ownership of Broadway .............................................................................81 Executive Summary ...........................................................................................................9 #33. Vacate rail line along waterfront ................................................................83 #34. Move downtown clock ...............................................................................84 Recommendations ...........................................................................................................14 #35. Downtown wireless zone ...........................................................................85 Brand Recommendations ................................................................................................15 #36. Downtown music system............................................................................86
    [Show full text]
  • Your Marketing Plan Gives Your Troops Something to Rally Behind. You Want
    Blueprint for 2016 Marketing of the GGI Initiative The Vision Statement: Grow Grand Island cultivates bold ideas that create business and quality of life opportunities in our region through planning, partnering and doing. The Mission Statement: Grand Island, Nebraska is committed to growth. As such, in 2014 the business community, in concert with city and county government, undertook a strategic planning process. This resident-driven, inclusive effort resulted in the development of a collaborative and comprehensive approach to business and community growth and progress. GGI Marketing Goals and Objectives: Objective: Launch a thoughtful, well-coordinated simple message to the people of our community that explains what Grow Grand Island is about and how it will direct community growth for years to come. Marketing Plan Benefits: Rallying point: Your marketing plan gives your troops something to rally behind. You want them to feel confident that the captain of the vessel has the charts in order, knows how to run the ship, and has a port of destination in mind. Companies often undervalue the impact of a "marketing plan" on their own people, who want to feel part of a team engaged in an exciting and complicated joint endeavor. If you want your committee members, elected officials, and community to feel committed to GGI, it's important to share with them your vision of where the company is headed in the years to come. People don't always understand financial projections, but they can get excited about a well-written and well-thought-out marketing plan. You should consider releasing your marketing plan--perhaps in an abridged version--companywide.
    [Show full text]
  • Sex Trafficking in the Hospitality Industry
    WHITE PAPER May 2019 Human Trafficking in the Hospitality Industry: What Industry Participants Should Do to Protect Themselves and Their Customers In 2016 alone, 4.8 million people were victims of forced sexual exploitation worldwide.1 Nearly 200,000 were trafficked in the Americas, and more than one million were children.2 Moreover, data from the National Human Trafficking Hotline shows that at least 7.7 percent of human trafficking cases reported in 2016 were based in hotels or motels, the most common “location” for the abuse to occur.3 Indeed, hotels and motels are common sites of human trafficking—they not only offer an affordable and easily accessible location for commercial sex acts, but they also provide privacy and anonymity for both traffickers and trafficked individuals. There is no doubt that members of the hospitality industry do not want their legitimate services abused by traf- fickers, nor the safety of their guests jeopardized in this manner. As federal and state authorities, the plaintiffs’ bar, and public sentiment increasingly place pressure on corporations to join global anti-trafficking efforts, the hospitality industry can take proactive compliance-related measures to ensure trafficking does not hap- pen at their hotels. This Jones Day White Paper touches on key aspects of the fast developing law addressing the scourge of human trafficking. More specifically, it sets forth: (i) the laws governing the hospitality industry’s obligations to detect or eradicate sex trafficking at their establishments; (ii) examples of lawsuits filed against members of the hospitality industry; and (iii) suggestions for members of the hospitality industry to best protect their cus- tomers and position themselves in this climate of heightened obligations.
    [Show full text]
  • What Is Shaping the Future of the Hospitality Industry?
    INDUSTRY REPORT What is shaping the future of the Hospitality Industry? APRIL 2021 What is shaping the future of the Hospitality Industry? Industry Report - APRIL 2021 Introduction its resilience and capacity to rebound from unexpected The coronavirus pandemic will remain in our collective scenarios and is blessed with a solid backbone. The memory for generations to come due to its devastating question that arises now is how to adapt to the factors that impact at different levels on the global economy. With are shaping the future of the hospitality industry. continuing government assistance and the support of financial institutions, commerce will continue to push The social impact is clear to us all and has forced changes in forward and get beyond the crisis. Overcoming economic the way we live. Daily routines such as working practices, crises is not a new thing. Where there’s a will, there’s a way. shopping habits and even interpersonal relationships have been altered, influencing and changing our behaviour. The However, there is another important element that all hospitality industry will need to bear these new trends companies, in particular those linked to the service sector, in mind if it is to experience a renaissance and continue will need to manage as business and commerce deal with to thrive. Projects under development will also need to the post-COVID world – the social aspect. We must all now reconsider their planning and business models and adjust to adapt to new rules, standards and values which have and the new needs and demands of consumers. will continue to influence our social behaviour, and hence our behaviour as consumers, especially as consumers of This article analyses how the pandemic has changed some travel and tourism services.
    [Show full text]
  • The Hospitality Host Role in the Travel/Tourism Industry
    Visions in Leisure and Business Volume 5 Number 4 Article 5 1987 The Hospitality Host Role in the Travel/Tourism Industry Wendy L. Willits Pennsylvania State University Follow this and additional works at: https://scholarworks.bgsu.edu/visions Recommended Citation Willits, Wendy L. (1987) "The Hospitality Host Role in the Travel/Tourism Industry," Visions in Leisure and Business: Vol. 5 : No. 4 , Article 5. Available at: https://scholarworks.bgsu.edu/visions/vol5/iss4/5 This Article is brought to you for free and open access by the Journals at ScholarWorks@BGSU. It has been accepted for inclusion in Visions in Leisure and Business by an authorized editor of ScholarWorks@BGSU. THE HOSPITALITY HOST ROLE IN THE TRAVEL/TOURISM INDUSTRY BY MS. WENDY L. WILLITS RECREATION AND PARKS 276 RECREATION BUILDING THE PENNSYLVANIA STATE UNIVERSITY UNIVERSITY PARK, PENNSYLVANIA 16802 ABSTRACT Sources of strain associated with the role of hired "host" in the hospitality industry are explored by focusing on the host-guest, host-host, and host-management relationships. Means for reducing role strain and enhancing the effectiveness of hospitality workers are suggested. THE HOSPITALITY HOST ROLE IN THE TRAVEL/TOURISM INDUSTRY INTRODUCTION Travel, tourism, and vacationing have become increasingly important aspects of people's lives. As more time becomes available (through the benefits of paid holidays, shorter work weeks, early retirement, etc.) and individuals have more discretionary income (a result of smaller families, economic growth, etc.), pleasure vacations have come to be viewed by many as not only "desirable," but also as "deserved." It has been estimated that nearly two-thirds of the population engage in travel in any one year.
    [Show full text]
  • Hospitality Industry Trends for 2021
    HOSPITALITY INDUSTRY TRENDS FOR 2021 The Road to Recovery Through a Digitally-Enabled Frontline Workforce Hospitality Industry Trends for 2021 OUTLINE 1 Introduction 3 2 Accelerating Digital Transformation 5 3 Making Safety a Top Priority in the Next Normal 9 4 Building Operational Resilience for a Faster Recovery and Greater Agility 11 5 Embracing Lean Operations Management 15 6 Beekeeper as a Mobile Solution for Hospitality Workers 19 2 INTRODUCTION 2021 will bring many changes to the way the The Great Reset and the Dawn of a New Age hospitality industry operates, but not in ways we in Hospitality expected just a year ago. Like a sudden blackout, The World Economic Forum has dubbed this period COVID-19 disrupted every aspect of modern life at “The Great Reset.” It is a chance for leaders to the end of Q1 in 2020 and our day-to-day lives have reevaluate their business models and leverage yet to return to normal. technology to become more equitable, sustainable, and prosperous. In fact, just before the pandemic, Hospitality has been hit especially hard. research firm Accenture found that the companies Stay-at-home orders and restrictions on business in the top 10% of digital transformation increase operations have limited the public’s ability to spend revenue twice as fast as the companies in the money on travel and leisure activities at hospitality bottom quarter. businesses like restaurants, hotels, spas, cruise ships, music venues, and sporting events. Companies in the hospitality sector can seize this opportunity by embracing digital as their way Hospitality, Interrupted forward to emerge out of this crisis stronger than After 10 consecutive years of growth, the hospitality before.
    [Show full text]
  • Assessment of Native Languages for Food Safety Training Programs for Meat Industry Employees Sherrlyn Sue Olsen Iowa State University
    Iowa State University Capstones, Theses and Graduate Theses and Dissertations Dissertations 2012 Assessment of native languages for food safety training programs for meat industry employees Sherrlyn Sue Olsen Iowa State University Follow this and additional works at: https://lib.dr.iastate.edu/etd Part of the Communication Commons, Food Science Commons, and the Other Education Commons Recommended Citation Olsen, Sherrlyn Sue, "Assessment of native languages for food safety training programs for meat industry employees" (2012). Graduate Theses and Dissertations. 12420. https://lib.dr.iastate.edu/etd/12420 This Dissertation is brought to you for free and open access by the Iowa State University Capstones, Theses and Dissertations at Iowa State University Digital Repository. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Iowa State University Digital Repository. For more information, please contact [email protected]. Assessment of native languages for food safety training programs for meat industry employees by Sherrlyn S. Olsen A dissertation submitted to the graduate faculty in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY Major: Meat Science Program of Study Committee: Joseph C. Cordray, Major Professor Michael D. Kenealy Stephen G. Sapp Joseph G. Sebranek Brad R. Skaar Iowa State University Ames, Iowa 2012 Copyright © Sherrlyn S. Olsen, 2012. All rights reserved. ii DEDICATION I dedicate this work to all my students, who throughout the years have taught me much more than I have taught them. I hope that I have mentored and advised in a manner which not only conveyed information that will make them successful professionals, but that I have taught them about the importance of good citizenship, the significance of good parenting, and that leading Godly lives and serving others is the ultimate reward in this life.
    [Show full text]
  • Reimagining the Future of Hospitality How the Hospitality Industry Is Preparing for Post-Pandemic Growth
    HOSPITALITY INDUSTRY GUIDE Reimagining the Future of Hospitality How the Hospitality Industry Is Preparing for Post-Pandemic Growth Risk & Insurance | Employee Benefits | Retirement & Private Wealth Reimagining the Future of Hospitality The North American hospitality industry, one of the hardest hit by the COVID-19 pandemic, is inching its way to normalcy. However, the new normal for hotels and restaurants in 2021 and beyond won’t look like it did in 2019. The pandemic hit hotels, restaurants and bars across the U.S. and Canada. Approximately 28,084 hotels closed for some portion of the pandemic,1 and in the U.S., more than 110,000 restaurants and bars shut their doors for good in 2020.2 On the positive side, there’s huge pent-up demand for travel and dining across North America. Businesses leaders want face-to-face business meetings again. Tourism is returning. Customers eagerly await restaurants to open in full. However, a spotty recovery threatens a full reopening in hospitality. Some regions have not gotten the pandemic under control and others simply remain economically depressed, including major markets suffering from the continued slowdown in travel. Canadian hotels continue struggling with the collapse of international demand, especially with a mandated 14-day quarantine for people who do enter the country. And the easing of restrictions comes too late for thousands of restaurants that have closed permanently. The costs of covering risk in this environment A full recovery or not, hospitality owners and operators face a bigger issue that may derail the recovery in its tracks: getting proper insurance coverage.
    [Show full text]
  • Lesson 1: Introduction to Hospitality and Tourism
    Lesson 1: Introduction to Hospitality and Tourism Unit: Hospitality and Tourism Lesson 1: Introduction to Hospitality and Tourism National Content Standards Grade Level 10-12 10.1.1 Determine the roles and functions of individuals engaged in hospitality, tourism, and recreation careers. 10.1.2 Explore opportunities for employment and entrepreneurial endeavors. 10.1.4 Examine the impact of hospitality, tourism, and recreation occupations on local, state, national, and global economies. Objectives Upon completion of this lesson, students will be able to: Explain what the Hospitality and Tourism industry is and how it affects economies Give examples of jobs relating to and/or affected by the different sectors of the H & T industry. Show how tourism dollars flow into an economy because of the H & T industry Introduction The word hospitality comes from the Latin word hospes, which means host or guest. Hospitality has come to mean meeting the needs of guests with kindness and goodwill. The hospitality and tourism industry (H &T industry) meets the needs of people with kindness and goodwill while they are away from their homes. The H & T industry is broken into four service sectors: food and beverage, lodging, recreation, and travel and tourism. According to the World Travel and Tourism Council (WTTC), H & T is the world’s largest industry, and has a current annual growth rate of 4.2% worldwide. In USA dollars, the world H & T industry is expected to generate over $6.4 trillion in 2007. By 2016 it is projected to generate $12.1 trillion. Hospitality creates jobs, allows economies to grow, and helps people explore the world for personal satisfaction or business.
    [Show full text]
  • Protecting Restaurants Fact Sheet
    MIDDLE MARKET Allianz Global Corporate & Specialty® www.agcs.allianz.com PROTECTING RESTAURANTS FACT SHEET Whether your middle market client has a fine dining, casual or family style restaurant, Allianz offers specialized coverage and effective loss prevention services to protect against restaurant-related mishaps. Place your clients with a carrier that And, with all the insurance in one place, offers coverage specifically designed you’ll find it easier to put together a full for restaurants. solution, close coverage gaps and simplify the process when a claim Let’s Talk PRODUCTS occurs. With our expertise in the Hospitality industry, we look Our industry-leading coverages include: STANDOUT COVERAGES forward to discussing your – General liability Restaurant opportunities. – Excess liability FOOD SERVER TIPS INCLUDED Since there are often – Umbrella AS BUSINESS INCOME nuances to our stated – Property Covers food and beverage employees’ appetite, we encourage you – Property for Highly Protected Risk (HPR) reported tips when choosing to cover to call your Allianz – Automobile ordinary income as part of business representative to discuss – Inland marine income. your business – Workers’ compensation – International CRISIS MANAGEMENT The right insurance coverage for a crisis Allianz understands that today’s can help your client react with restaurateur must continuously exceed confidence and clarity, protect their guest expectations for quality food, income, and preserve their reputation. comfort and safety. Our deep We can help your client cover the underwriting expertise in the hospitality expenses of a crisis event, including: industry provides your clients with a broad range of coverages that protect – Costs to hire a public relations or crisis their unique assets, income, and management firm for up to 60 days reputation to help ensure business after a covered event continuity.
    [Show full text]
  • A Dynamic Analysis of the Effects of Word-Of-Mouth on Online Brand Communities
    SUMA DE NEGOCIOS, 9(20), 77-85, Julio-Diciembre 2018, ISSN 2215-910X Doi: http://dx.doi.org/10.14349/sumneg/2018.V9.N20.A1 SUMA DE NEGOCIOS Research article A dynamic analysis of the effects of word-of-mouth on online brand communities Milton M. Herrera1, Leonela S. León2 and Lorena K. Vargas-Ortiz3 1 Università Degli Studi di Palermo and Universidad Militar Nueva Granada, Faculty of Economic Sciences, Bogotá, Colombia. (Corresponding author) Email address: [email protected]. ORCID: 0000-0002-0766-8391. 2 Universidad Piloto de Colombia and Escuela Europea de Dirección y Empresa, Faculty of Social Sciences and Business, Bogotá, Colombia. Email address: [email protected]. ORCID: 0000-0001-6212-9713. 3 Universidad Piloto de Colombia, Faculty of Social Sciences and Business, Bogotá, Colombia. Email address: [email protected]. ORCID: 0000-0002-8974-6719. ARTICLE HISTORY A B S T R A C T Received on May 23rd 2018 The increase of brand communities is an important aspect that affects the purchase Accepted on August 8th 2018 process of online consumers. This research aims to assess the effects of word-of-mouth Available online on September 8th 2018 (WOM) on online brand communities in the food industry in Colombia. The paper presents a simulation model of online consumers’ purchase processes which allows us to under- JEL Classification: stand the viral marketing strategy and answers the following question: What is the func- M31, C63, Q13, M39 tion of WOM for online brand communities and what role does it play in food consumption? The model shows the change of consumer states and allows the understanding of behavior Keywords: during the development of the brand, WOM, the viral effects in the market and the analysis Word-of-mouth; of market penetration or the adoption of a complex service structure in closed cycles.
    [Show full text]