Customer Knowledge Management: Improving Performance in Tunisian Hotels Through Customer Value
Keywords:
customer knowledge management, customer value, financial performance, non-financial performance, hotel industry, TunisiaAbstract
We investigate the effects of customer knowledge management (CKM) on customer value (CV) and performance using a questionnaire survey of the Tunisian hotel industry. Tunisia offers an exemplary case, exhibiting a serious requirement to reattract tourists and critical need to improve hotel profitability. The industry suffered dramatic reductions in tourist numbers as a result of terrorist attacks. The study develops a conceptual account of knowledge as an asset and how it is used. We employ two contrasting samples; hotel managers (n= 121) and hotel customers (n= 597).Our review of the literature enabled us to build hypotheses which we tested with a logit model. We found robust evidence that good knowledge management is related to perceptions of value. In turn, this enhances performance. Nonetheless, CKM directly enhances financial performance rather than non-financial performance. However, the indirect effects of CKM on both financial and non-financial performance were significant. We conclude that good knowledge management offers a very useful approach to enhancing perceptions of value and hotel performance.
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