Content area
The paper focuses on examining relationships and communication in tourism based on the power of technology as a tool for reaching end users creating their personal experiences. This is evidenced by numerous literature and various aspects of individual tool evaluations. The dimension of added value contained in the positive effects of using ICT tooling, such as availability, concurrency of information, personalization based on tailored user requirements, real-time communication and marketing transparency that facilitates product management, have been specifically researched. Structural changes in the area of service marketing present the result of major changes that are reflected in other activities but also due to technological innovations. From demand perspectives, they are the result of tourist experiences and informatization. The formation of business models with a clearly defined development orientation, based on the values of knowledge, assumes a flexible business model that is based on goals that multiply the value of the company, the destination. Smart technologies and adequate ICT tooling enable more efficient evaluation of potential in space, providing a platform for emphasizing identity through a set of elements for product differentiation and space management. This is visible through positive customer experiences (CX). The results of numerous studies confirm the expansive dynamics of changes and differences in the level of acquired knowledge and digital competencies that depend on the geographical area and different levels of economic development are considered, as well as differences in the standard of living of the population, with which this could be associated. From the perspective of service providers, innovations are prerequisites for evolution. They are omnipresent in the transformation of organizational structures and cultures from production technologies to management perceptions with the aim of obtaining a productive process based on technological progress and a new management model in the area of labor-intensive activities.
ABSTRACT The paper focuses on examining relationships and communication in tourism based on the power of technology as a tool for reaching end users creating their personal experiences. This is evidenced by numerous literature and various aspects of individual tool evaluations. The dimension of added value contained in the positive effects of using ICT tooling, such as availability, concurrency of information, personalization based on tailored user requirements, real-time communication and marketing transparency that facilitates product management, have been specifically researched. Structural changes in the area of service marketing present the result of major changes that are reflected in other activities but also due to technological innovations. From demand perspectives, they are the result of tourist experiences and informatization. The formation of business models with a clearly defined development orientation, based on the values of knowledge, assumes a flexible business model that is based on goals that multiply the value of the company, the destination. Smart technologies and adequate ICT tooling enable more efficient evaluation of potential in space, providing a platform for emphasizing identity through a set of elements for product differentiation and space management. This is visible through positive customer experiences (CX). The results of numerous studies confirm the expansive dynamics of changes and differences in the level of acquired knowledge and digital competencies that depend on the geographical area and different levels of economic development are considered, as well as differences in the standard of living of the population, with which this could be associated. From the perspective of service providers, innovations are prerequisites for evolution. They are omnipresent in the transformation of organizational structures and cultures from production technologies to management perceptions with the aim of obtaining a productive process based on technological progress and a new management model in the area of labor-intensive activities. Keywords: Customer Experience (CX), Personal Experience, Value Proposition, ICT tooling, Time
1. INTRODUCTION Innovations in tourism are contained in new possibilities for creating and delivering value, with an emphasis on interactive dynamic systems of knowledge exchange. In this context, ICT is a catalyst for change in the environment, strengthening the effects of dimensions in the macro environment and accelerating qualitative market trends. The transfer of knowledge and acquisition of competencies in a competitive environment requires training, particularly in labor-intensive activities and beyond skill areas, including communication in the internal environment and adjustments to business models in line with market trends that test a company's competitiveness through innovation. With spatial and temporal convergence, ICT manages to create new needs through dynamic relationships of supply and demand, establishing new value metrics. The roles and impacts of ICT assess aspects of innovation through the spatial-market dimension and create a positive perception for users by adding value and managing time.
Innovations that have radically changed market relations and perceptions in tourism include the Internet, the development of mobile technology, interoperability, and multimedia. The views of theorists, supported by research results related to digital competencies and employee skills, investments in innovation, and innovative knowledge crucial for business operations, are additionally supported by secondary research. According to the European Commission, the basic components of the innovation impact indicators of EU member states through ICT contributions to Europe are: 1. Inducator- Patents: 26% in technological innovations. 2. Indicator - Employment: 19% of skill absorption, measured by employment in areas with a higher impact of ICT. 3. Indicator - Export of Medium-High Technology Goods: 25% in the competitiveness of knowledge-based goods. 4. Indicator - Export of Knowledge-Intensive Services: 20% in the competitiveness of knowledge-based services. 5. Indicator - Innovation Dynamics of Companies: 23% in the employment rate of innovative, fast-growing companies.
The results of numerous studies confirm the exponential growth dynamics of the demand for the application of primary and secondary digital technologies, with an uneven level of acquired knowledge and digital competencies in general. Different levels of economic development and living standards of the population could be linked to the results of the study, which indicate uneven levels of readiness for ICT and related to a specific geographical area. From the perspective of service providers, innovations are a prerequisite for evolution. They are omnipresent in the transformation of organizational structures and cultures from production technologies to management perceptions with the aim of obtaining a production process based on technological discoveries and a new management model in the field of labor-intensive activities. Innovations in the service segment are supported by digital transformation. In the service sector, an exceptional level of sensitivity is recorded with respect to the cost aspect, investment in human capital, the possibility of talent management, education necessary for the acquisition of digital competencies, and research studies indicate the volatility of SME behavior and the necessary support for investments in information and communication technology (ICT) for the integration of digital transformations into the overall company strategy. Competencies in the domain of digital literacy refer to the key qualities of measurable outcomes contained in the time dimension and are avoided by a more rational approach to time management, modality of accessibility, faster communication and delivery of products or information that create added value, marketing transparency, comparison possibilities, on which decision-making processes within the organization and strategic decisions in communicating with the business environment. It has been confirmed that the greatest usefulness in the use of information is assessed through features such as timely delivery of accurate information, possibility of comparison, coverage, accessibility, availability and usefulness in terms of time savings, as perceived. Tourist behavior and interests are very important when choosing a travel method. The development modalities, the level of use of digital tools have been pointed out in numerous studies. The perception of the experience prompted by this research could be conected to the time of travel, choice of travel motive that defines the activities, content and organization of the trip in accordance with the price.
2. SMART TOURISM TEHNOLOGY The Internet as an infrastructural framework of sophisticated models and belongings has radically changed relations in tourism and tourist experiences. As companies begin to move out of limited business operations, they move faster in their transformations, while digital transformation only becomes more critical to the business success of organizations. Numerous theorists confirm the findings according to which the application of ICT as a tool in the transformation processes of special areas is the driver of changes in the form of intelligent solutions for time management, contributes to spatial and temporal convergence, where the most intensive changes are contained in the creation, distribution and information about products. According to services and the application of modern tools with real-time reaction, priorities are contained in more efficient decision-making based on time management, rationalization in the segment of time saving. ICT tools and their application are visible in the context of intelligent solutions supported by primary and secondary digital technology contained in the following form as table 1 shows.
By creating added value that complements tourist user experiences which are measured by the performance of the quality of the information that is the input for making decisions that are the answer in the creation of smart destinations. Seversl suthors such as Hzang CD considered a multidimensional construct of STT, evaluating its performances. A smart destination urban planning approach that creates a smart space. A strategic framework that uses ICT tools makes information more accessible, directs the effects of the economy, social change policies on the welfare of the environment and social benefits by affirming the natural and cultural context of the specific product of the destination and in this context contribute to a low level of substitution of product for product. The social and natural environment recognizes the importance of external drivers and actions in shaping and emphasizing the authenticity of the local community, which, by improving the quality of life, education, action and information, contributes to strengthening horizontal and vertical connections. These activities stimulate awareness of cultural values and have a preventive effect on the preservation of heritage values. Collaborative relationships, influenced by innovation, enable communication whose effects are assessed through experiences. Technology that transmits knowledge and information connects, educates and influences the awareness of service providers, the mobility of users and the media.
Characteristics of information attractiveness and sought-after attributes: e reach, e simultaneity, e final impact, e connectivity Outcomes of information reach: e space management, consistency of attitudes, final creation and evaluation of a set of elements that create identity, raising awareness, management by time Managing obstacles such as conflict and noise in communication with the optimal amount of information, the reality of which is to reduce the gap between the perceived value of the actual usefulness of the information being measured and the impact being assessed through: e clarity, e amplification, e competitiveness, e transparency
Technology that transfers knowledge, information, combines, educates and influences the awareness of providers, users and media by managing drivers: - - Drivers improve the tourist travel experience and the competitiveness of the destination, thus becoming smart tourist destinations. It is important to distinguish the concepts of experience and technology in the context of smart destinations. - Customer experience is holistic in nature and include customer's cognitive, emotional, sensory, social, and spiritual responses to all interactions with a firm. - While innovations in expectations understand: the quality of customer care, promotion, packaging, product and service features, ease of use, and reliability.
3. KEY DRIVERS OF CUSTOMER SATISFACTION Smart destinations support the implementation of advanced technological tools, smart destinations facilitate the interaction and integration of tourists into the environment, improve the visitor experience with destinations, as well as the quality of life of residents. This allows both demand and supply to jointly create value and enrich the tourist experience. Internal drivers use tools, a set of services and HR, engaging them through investment in competencies in areas that will guarantee future value in the area of crystallizing identity, its irreplaceability in the world of the potential user and thus create an irreplaceable user experience. DMC and TZ must represent experience and technology in coalition. Information and technology are compatible in co-creating space. Supply through the identity and state of consciousness of the local community and demand through the transformation of information into an understandable image in the environment, through coalition create an image and a new view of reality and crystallize values in the destination space emphasizing the positive and sometimes negative. External factors, through partnership cooperation, education, legal frameworks for cooperation and informal associations, promote awareness among the local population and key institutions about the importance of social, natural and cultural values as a space for development and spatial prosperity.
1. Customer satisfaction is a strategic advantage The American Index of Customer Satisfaction considers satisfaction a key strategic asset that companies need to optimize. Optimization is key to managing satisfaction, taking into account customer expectations and company resources. Development and progress represent a trade-off between these expectations and resolving complaints. The challenges of optimizing satisfaction are caused by the high expectations of heterogeneous customers. 2. Understanding what customers expect Researching the level of expectations - dizzying expectations in relation to experiences, we can conclude that informed, personalized value delivery creates tension and expectations significantly higher than possible, the moderator of the false trend must be quality and truthful available information that will facilitate the management of experiences by reducing the gap between perceived and actual value. These trends primarily relate to experiences in the use of luxury brands and higher-priced product categories.
3. Quality of execution matters The quality of the composition of the attributes of reliability, flexibility and adaptability as drivers of satisfaction is key to improving satisfaction through content knowledge, and information is key. Although the phrase that quality is better than price is universal, the broader context of understanding the relationship between these two quantities implies that quality goes beyond value and is the driver of customer satisfaction. Therefore, "mass customization", "long tail" seems to be the only possible option, and satisfaction is sometimes more sensitive to personalization than to the reliability of products and services.
4. Value is more-less price Customer perceptions of value are extremely dynamic, influenced by information that broadens the perspective compared to product quality assessments and customer expectations. Measures of perceived value are growing nationally, and according to the ACSI (American Customer Satisfaction Index), the essential focus on value as the primary driver of satisfaction opens up opportunities for further improvements.
5. Satisfaction is never guaranteed The ACSI result is a scientific assessment of customer satisfaction based on a cause-and-effect system that aims to understand the customer experience, the customer journey.
6. Value customers who complain Quality complaint resolution creates greater customer loyalty and positively affects the development of a more competitive brand, products and services, but prevention and detection of possible noise is a much stronger argument for encouraging the reliability of customer services and is the path to loyalty.
7. Managing customer complaints builds loyalty Research confirms that managing customer complaints builds loyalty even more than the experiences of customers who did not have problems with the service. Customer experience management is aimed at increasing satisfaction and loyalty, while there is a tendency to overestimate customer expectations, perceived value, satisfaction and loyalty, while underestimating customer complaints.
Customer satisfaction and retention are key to the long-term success of any organization. Companies that prioritize these factors often report higher profitability, improved brand loyalty and better promotion among customers. However, measuring and improving customer satisfaction and retention rates can be a challenging task.
To help companies in this area, members of the Forbes Business Council recommend several effective steps: 1. Collect customer feedback regularly: Leverage surveys, reviews, and direct feedback to gather valuable insights. 2. Analyze customer data: Use analytics to understand customer behavior and preferences. 3. Personalize interactions: Tailor customer interactions to meet their individual needs. 4. Implement loyalty programs: Reward loyal customers to encourage repeat purchases.
5. Improve customer service: Ensure your support team is well-trained and responsive. 6. Engage on social media: Actively monitor and address customer concerns on social platforms. By adopting these strategies, organizations can gain valuable insights and significantly improve customer satisfaction and retention rates. Understanding and meeting customer expectations is key to remaining competitive in today's marketplace.
4. SMART TOURISM EXPERIENCE BASED ON ICT TOOLING AND CX Smart Tourism Technologies (STT) have transformed the destination experience (Ayeh, 2018). Digital technologies have enabled businesses and consumers to connect, interact, create and share experiences such as personalisation of product. Digital tehnology has resulted in positiv effects but also negative ones like privacy issues, and the digital divide distraction and alienation and loss of authenticity. Furthermore, the smart tourism experience relies on a system of algorithms in the communication process as an incentive for personalizing the travel experience, with a flexible approach to tourist expectations and preferences. Creating unique and more tailored experiences for tourists is enabled by ICT tools and the application of modern connected tools in value delivery. In essence, the use of technology seeks to create more engaging, efficient and customized experiences for tourists. Therefore, the main attributes of a smart tourism experience differ from those of a traditional experience in the sense that the gap in the literature focuses on ignoring negative experiences and uncritically taking over the tourist experience with ICT tools. The excessive use of technology can reduce the quality of the travel experience, creating obstacles to escape from reality and "momentary mental absence" by communicating in an online environment. Visitors' intention to preserve memories via mobile devices can prevent them from recalling the experience itself Furthermore, hyperconnectedness and sharing of experiences can be detrimental to tourist enjoyment point out several negative emotions, such as potential cognitive overload, and new concepts such as technostress or technology stress and the need for digital detoxification, and disengagement also emerged. The issue of creating a concept of STT relationship based on the application of intelligent solutions that influence the tourist experience is considered crucial. It represents a set of sensations, experiences and emotions subjectively perceived by tourists and the time frame of experiences with respect to travel is reserved for the period before, during and after the trip. The beginning of personal experiences selectively create which are positively remembered after the event occurred. The operationalization of experiences considers the dimensions of passive engagement in the content offer, from entertainment to aesthetics and to education, escapism of active engagement. Moreover, the experience is not limited to staying at the destination. Experiences influence tourist behavior, such as revisit intention, and shape destination marketing. The smart tourism experience refers to the use of advanced digital technologies to improve the quality and personalization of the travel experience. These include tailoring tourism services based on the individual needs and preferences of tourists, using realtime information to improve decision-making, and enabling interaction with the tourism environment through mobile devices and other digitalmeans. Essentially, the use of technology seeks to create more engaging, efficient, and personalized experiences for tourists.
5. KEY METRICS IN ASSESSING CX IN TRAVEL According to Forbes Business Council , creating unique and more personalized experiences for tourists is enabled by ICT tooling and the application of modern related tools in value delivery relies on the following:
Scores Satisfaction Levels: User satisfaction measured through post-trip surveys or feedback forms provides insight into the overall experience. By assessing satisfaction levels across different user touchpoints, researchers can identify areas for improvement and prioritize improvements to improve the overall user experience.
Task Completion Rate: Improve the efficiency and effectiveness of different travel platforms by assessing the success rate of user tasks, such as booking flights, accommodations, or activities. Analyzing task completion rates and identifying bottlenecks would help researchers streamline processes and optimize user journeys.
Task Completion Time: Track the time it takes users to complete tasks to gain insight into the efficiency of travel platforms. Use intuitive design and processes to ensure that task completion times are reduced.
Customer Loyalty: Customer retention rates and loyalty metrics such as repeat bookings indicate the long-term impact of customer experience on customer engagement and brand loyalty. It is important to foster positive experiences and emotional connections with customers so that companies can build a loyal customer base in a competitive travel market.
The most important step is to have well-disciplined operational processes to determine whether you are delivering value to your customers. The main issues related to value delivery are based on the internal readiness to understand the organizational culture that enables to use the full potential as accepted proposed solutions in the form of: a) joint measurement and review of business results, b) open proposals of conceptual solutions. Companies that prioritize measuring and improving satisfaction, in addition to profitability, promote trust and reliability, and improved loyalty to the product and organization. Organizations can gain valuable insight into the needs and preferences of their customers and take proactive measures to improve their overall experience.
Key priorities 1. Collecting customer feedback 2. Meet potential clients 3. Know your customers 4. Use the Pareto principle use 5. Provide customers with unique, timely service and understand the right metrics
Activities 1. Collecting customer feedback is an effective step in measuring and improving customer satisfaction and retention rates Through user interviews that are an opportunity to uncover nuanced insights that quantitative data can overlook for understanding the user experience Optimization of activities by applying the of qualitative and quantitative methods. When it comes to increasing new sales, improving customer retention or reducing costs, Usability testing is essential to improve, and ultimately improve, the overall user experience.
Communicate with your clients and initiate recommendations, leverage insights from surveys Conduct strategic planning and development 8. Word of mouth is one of the most costeffective forms of advertising and a valuable tool.
To measure and improve customer satisfaction and retention rates is to maintain open communication with your customer base. Incentives in building a stronger relationship with them to measure customer retention To gain insight into feedback, retrieve more relevant data that can be examined - Ryan Godinho, Specialty Batch Coffee. Sharing personal experiences with friends and family members not only goes beyond a simple recommendation, but creates a strong, personal connection that has a major impact on the decisions of others. Kimberly Branham-Nelson, Nelson and Associates Insurance
9. Analyze drivers of dissatisfaction
10. Conduct regular customer surveys
Analyze results to identify areas for improvement and take action to resolve issues. This helps improve customer experience and increase loyalty and retention. Mark Snell, Polestar Plumbing, Heating & Air Conditioning The aim is to achieve an effective step in measuring and improving customer satisfaction and retention rates based on clear questions easy to complete, usage of representative sample
Source: Forbes Business Council. Brabham Nielson K. Expert Panel: 15 Effective Ways to Improve Customer Satisfaction and Retention Available at: Kimberly Branham-Nelson | Chief Executive Officer - Nelson and Associates Insurance | Forbes Business Council. Retrieved December 20 2024
6. CONCLUSION Customer experiences simplify the complexity involved in gaining and understanding insights into the travel market. Primary research methods are essential for brands to gain valuable insights into the needs, preferences, and behaviors of their target audiences. These insights, in turn, drive innovation, differentiation, and customer satisfaction in an already saturated travel space, built on expectations that are constantly evolving along with the research industry. CX research serves as one of the most advanced ways to understand travel and build a successful business system. Cultural acceptance of digital transformation is the biggest challenge most organizations face, and competencies and demand intelligence raise the bar. Successful digital transformation fosters transparency and supports open communication, a level of job accountability, and investment in employee skills needed to professionally communicate with consumers in response to sophisticated and specific consumer demands and expectations. High expectations put pressure on the offer in creating and delivering value. Ubiquitous tools as technological solutions in organizational communication increase market competitiveness.
The emphasis is on greater clarity, privacy and security, and the complementarity of digital technologies in communication is primarily reflected in the creation of additional space for assessing the performance of information quality, transparency, comparison possibilities and, accordingly, the delivery of expected service values, as numerous studies show.
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