DYCHSCM223:

Supply Chain Management in the Hospitality Industry

MS. MARIA CHARLMIE P. DE TORRES

Instructor, College of Hospitality
Management and Tourism

Declaration:
This learning module is an exclusive property of Dr. Yanga’s Colleges, Inc., as an essential part of the
REIMAGINED Learning Program for the Academic Year 2020-2021, and shall only be used by and for
DYCIans. No part of this learning module shall be reproduced, distributed, transmitted, and/or sold, without
the consent of DYCI.
 <<Week No. 4>>
<< CUSTOMER RELATIONSHIP MANAGEMENT>>

This module is intended to have you learners of 2nd year to know what costumer service
is all about and be able to determine what customers need in order to satisfy them in
terms of services rendered and products to be offered.

At the end of this module, you are expected to:

1. Describe and differentiate the various types of companies that provide logistics
services;
2. Discuss the fourth party logistics;
3. Examine the range of issues in, and the process employed for, selecting logistics
service providers.

CUSTOMER RELATIONSHIP MANAGEMENT

Customer relationship management (CRM) is the combination of practices,

strategies and technologies that companies use to manage and analyze customer
interactions and data throughout the customer lifecycle. The goal is to improve customer
service relationships and assist in customer retention and drive sales growth. CRM
systems compile customer data across different channels, or points of contact, between the
customer and the company, which could include the company's website, telephone, live
chat, direct mail, marketing materials and social networks. CRM systems can also give
customer-facing staff member’s detailed information on customers' personal information,
purchase history, buying preferences and concerns.

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 Why CRM benefits businesses
The use of CRM systems can benefit organizations ranging from small businesses
to large corporations, through:
• Having customer information such as past purchases and interaction history easily
accessible can help customer support representatives provide better and faster
customer service.
• Collection of and access to customer data can help businesses identify trends and
insights about their customers through reporting and visualization features.
• Automation of menial, but necessary, sales funnel and customer support tasks.

Components of CRM
At the most basic level, CRM software consolidates customer information and
documents it into a single CRM database so business users can more easily access and
manage it.
Over time, many additional functions have been added to CRM systems to make
them more useful. Some of these functions include recording various customer
interactions over email, phone, social media or other channels; depending on system
capabilities, automating various workflow automation processes, such as tasks, calendars
and alerts; and giving managers the ability to track performance and productivity based on
information logged within the system.
• Marketing automation. CRM tools with marketing automation capabilities can
automate repetitive tasks to enhance marketing efforts at different points in the
lifecycle for lead generation. For example, as sales prospects come into the system,
it might automatically send email marketing content, with the goal of turning
a sales lead into a full-fledged customer.
• Sales force automation. Sales force automation tools track customer interactions
and automate certain business functions of the sales cycle that are necessary to
follow leads, obtain new customers and build customer loyalty.
• Contact center automation. Designed to reduce tedious aspects of a contact center
agent's job, contact center automation might include prerecorded audio that assists
in customer problem-solving and information dissemination. Various software
tools that integrate with the agent's desktop tools can handle customer requests in
order to cut down on the length of calls and to simplify customer service processes.
Automated contact center tools, such as chatbots, can improve customer user
experiences.
• Geolocation technology, or location-based services. Some CRM systems include
technology that can create geographic marketing campaigns based on customers'
physical locations, sometimes integrating with popular location-based GPS (global
positioning system) apps. Geolocation technology can also be used as a networking
or contact management tool in order to find sales prospects based on a location.

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 • Workflow automation. CRM systems help businesses optimize processes by
streamlining mundane workloads, enabling employees to focus on creative and
more high-level tasks.
• Lead management. Sales leads can be tracked through CRM, enabling sales teams
to input, track and analyze data for leads in one place.
• Human resource management (HRM). CRM systems help track employee
information, such as contact information, performance reviews and benefits within
a company. This enables the HR department to more effectively manage the
internal workforce.
• Analytics. Analytics in CRM help create better customer satisfaction rates by
analyzing user data and helping create targeted marketing campaigns.
• Artificial intelligence. AI technologies, such as Salesforce Einstein, have been built
into CRM platforms to automate repetitive tasks, identify customer-buying patterns
to predict future customer behaviors and more.
• Project management. Some CRM systems include features to help users keep track
of client project details such as objectives, strategic alignment, processes, risk
management and progress.
• Integration with other software. Many CRM systems can integrate with other
software, such as call center and enterprise resource planning (ERP) systems.
Types of CRM technology
The four main vendors of CRM systems are Salesforce, Microsoft, SAP and Oracle.
Other providers are popular among small to midsize businesses, but these four tend to be
the choice for large corporations. The types of CRM technology offered are as follows:
• Cloud-based CRM
With CRM that uses cloud computing, also known as SaaS (software as a service)
or on-demand CRM, data is stored on an external, remote network that employees can
access anytime, anywhere there is an internet connection, sometimes with a third-party
service provider overseeing installation and maintenance. The cloud's quick, relatively
easy deployment capabilities appeal to companies with limited technological expertise or
resources.
Data security is a primary concern for companies using cloud-based systems, as the
company doesn't physically control the storage and maintenance of its data. If the cloud
provider goes out of business or is acquired by another company, an enterprise's data can
be compromised or lost. Compatibility issues can also arise when data is initially migrated
from a company's internal system to the cloud.

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 Companies might consider cloud CRM as a more cost-effective option. Vendors
typically charge the user on a subscription basis and offer the option of monthly or yearly
payments. However, cost may still be a concern, because paying subscription fees for
software can be more costly over time than with on-premises models.
Popular cloud-based CRM providers include Salesforce, HubSpot and Zendesk.
• On-premises CRM
This system puts the onus of administration, control, security and maintenance of
the database and information on the company using the CRM software. With this
approach, the company purchases licenses upfront, instead of buying yearly subscriptions
from a cloud CRM provider. The software resides on the company's own servers and the
user assumes the cost of any upgrades. It also usually requires a prolonged installation
process to fully integrate a company's data. Companies with complex CRM needs might
benefit from an on-premises deployment.
Many cloud-based providers, such as Salesforce and WorkWise, also offer on-
premises versions of their CRM software.
• Open source CRM
An open source CRM system makes source code available to the public, enabling
companies to make alterations at no cost to the company employing the system. Open
source CRM systems also enable the addition and customization of data links on social
media channels, assisting companies looking to improve social CRM practices.
Open Source CRM platforms such as OroCRM, Bitrix24, SuiteCRM and
SugarCRM offer alternatives to the proprietary platforms from Salesforce, Microsoft and
other vendors. Adoption of any of these CRM deployment methods depends on a
company's business needs, resources and goals, as each has different costs associated
with it.
CUSTORMER RELATIONSHIP MANAGEMENT CHALLENGES

For all of the advancements in CRM technology, without the proper management,
a CRM system can become little more than a glorified database in which customer
information is stored. Data sets need to be connected, distributed and organized so that
users can easily access the information they need.
Companies may struggle to achieve a single view of the customer if their data sets
are not connected and organized in a single dashboard or interface. Challenges also arise
when systems contain duplicate customer data or outdated information. These problems
can lead to a decline in customer experience due to long wait times during phone calls,
improper handling of technical support cases and other issues.
CRM systems work best when companies spend time cleaning up their existing
customer data to eliminate duplicate and incomplete records before they supplement
CRM data with external sources of information.

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 CUSTOMER-FOCUSED MARKETING

Being customer-focused means that marketing efforts need to balance the goals of
the organization with the needs of their "customers" (contacts, members, donors,
prospects, legislators).
Customer-focused organizations integrate their customer service department and
website content with current marketing efforts to offer choices. By offering choices, they
open opportunities for customers to respond to the call to action. That way, the customer
chooses when and how they want to hear from the organization.
For years, these organizations have used focus groups and other consumer index
information to help determine what their product offering should be. More and more,
focus groups and customer surveys are being used to determine how an organization is
perceived by its supporters. After the questions are asked and the numbers are in,
organizations are changing how they speak to their supporters.
Customer satisfaction is a relatively new key metric that organizations seek to
determine. Ways to measure customer satisfaction include:
Conducting a survey – Extract a list from your database, develop customer
satisfaction questions, call or send the survey to your customers, record the responses, and
analyze the results.
• Integrating short surveys into your customer service activities – Add
questions to a donor reply device or a membership renewal package.
• Offering a survey on your website.
• Encouraging your customer service staff to ask questions when they are on
the phone with your customer and to record the answers.
A key component to being customer-focused is responding to supporters when they
take the time to ask a question or express a concern. Respect for the customer is the key to
maintaining high customer satisfaction ratings.
Measuring customer satisfaction is integrally tied to managing your key business
processes well, particularly your customer service processes.

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 CUSTOMER SERVICE

What Is Customer Service?

Customer service is the direct one-on-one interaction between a consumer making
a purchase and a representative of the company that is selling it. Most retailers see this
direct interaction as a critical factor in ensuring buyer satisfaction and encouraging repeat
business.
Even today, when much of customer care is handled by automated self-service
systems, the option to speak to a human being is seen as necessary to most businesses. It
is a key aspect of servant-leadership.
Understanding Customer Service
Behind the scenes at most companies are people who never meet or greet the
people who buy their products. The customer service representatives are the ones who
have direct contact with the buyers. The buyers' perceptions of the company and the
product are shaped in part by their experience in dealing with that person.
Key Takeaways
• Customer service is the interaction between the buyer of a product and the
company that sells it.
• Good customer service is critical to business success, ensuring brand
loyalty one customer at a time.
• Recent innovations have focused on automating customer service systems
but the human element is, in some cases, indispensable.
For this reason, many companies work hard to increase their customer satisfaction
levels.

The Cost of Customer Satisfaction

For decades, businesses in many industries have sought to reduce personnel costs
by automating their processes to the greatest extent possible.
In customer service, that has led many companies to implement systems online
and by phone that answers as many questions or resolve as many problems as they can
without a human presence.
But in the end, there are customer service issues for which human interaction is
indispensable, creating a competitive advantage.
Amazon is an example of a company that is doing all it can to automate a vast and
complex operation. It has to, given that it delivered five billion packages to customers'
doors in 2018, and that's just the purchases made by Prime members.
Nevertheless, Amazon still offers 24-hour customer service by phone, in addition
to email and live chat services.
Most successful businesses recognize the importance of providing outstanding
customer service. Courteous and empathetic interaction with a trained customer service
representative can mean the difference between losing and retaining a customer.

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 Basics of Good Customer Service
Successful small business owners understand the need for good customer service
instinctively. Larger businesses study the subject in-depth, and they have some basic
conclusions about the key components:
Timely attention to issues raised by customers is critical. Requiring a customer to
wait in line or sit on hold sours an interaction before it begins.
Customer service should be a single-step process for the consumer. If a customer calls a
helpline, the representative should whenever possible follow the problem through to its
resolution. If a customer must be transferred to another department, the original
representative should follow up with the customer to ensure that the problem was solved.
Customer Services Job Requirements
Much is expected of customer service representatives. Yet the pay for the job is
low. Some of the job expectations:
• Customer service representatives must be accessible, knowledgeable, and
courteous. They require excellent listening skills and a willingness to talk
through a resolution. Training in conflict resolution can be beneficial.
• Strong speaking skills are important. For phone staff, this means speaking
clearly and slowly while maintaining a calm demeanor even if the customer
doesn't.
The Bureau of Labor Statistics projected customer service representative job
growth at 5% between 2016 and 2026. That's close to the average for all occupations.

Employer Responsibilities
Poor management can doom any customer service operation. A couple of
important tips for managers:
• Make sure your customer service representatives are fully informed and
have the latest information and the company's products and policies.
• Periodically assess the customer service experience you are providing to
ensure that it's an asset to the company.
• Consider conducting regular surveys to give customers the chance to
provide feedback about the service they receive and suggest areas for
improvement.
Using Mobile Services Effectively
In recent years, studies of customer service have centered on creating the perfect
online experience. The first and most difficult factor is the multiplicity of channels.
Today's customers expect to get service through whatever app or device they happen to
be using at the moment. That may be a mobile device or a laptop, a social media site, text
app, or live chat.
Once again, the focus has been on packaging how-to content and related resources
that are designed for self-service. Increasingly sophisticated data analytics also are being
used to identify dissatisfied or low-engagement customers.
But, as always, the most effective customer service apps need to incorporate
human contact, if only as a last resort.
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 CUSTOMER SATISFACTION
Customer satisfaction is defined as a measurement that determines how happy
customers are with a company’s products, services, and capabilities. Customer
satisfaction information, including surveys and ratings, can help a company determine
how to best improve or changes its products and services.
An organization’s main focus must be to satisfy its customers. This applies to
industrial firms, retail and wholesale businesses, government bodies, service companies,
non-profit organizations, and every subgroup within an organization.

There are two important questions to ask when establishing customer satisfaction:
1. Who are the customers?
2. What does it take to satisfy them?

WHO ARE THE CUSTOMERS?

Customers include anyone the organization supplies with products or services. The
table below illustrates some supplier-customer relationships.
Note: that many organizations are both customers and suppliers.
Supplier-customer relationship examples
Supplier Customer Product or Service
Automobile manufacturer Individual customers Cars
Automobile manufacturer Car dealer Sales literature
Bank Checking account holders Secure check handling
High school Students and parents Education
Hospital Patients Healthcare
Hospital Insurance company Data on patients
Insurance company Hospital Payment for services
Steel cutting department Punch press department Steel sheets
Punch press department Spot weld department Shaped parts
All departments Payroll department Data on hours worked

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 What Does It Take To Satisfy The Customer?
Organizations should not assume they know what the customer wants. Instead, it is
important to understand the voice of the customer, using tools such as customer surveys,
focus groups, and polling. Using these tools, organizations can gain detailed insights as to
what their customers want and better tailor their services or products to meet or exceed
customer expectations.

CUSTOMER SATISFACTION
PROCESS IMPROVEMENT

CUSTOMER SUCCESS
Customer Success is the business methodology of ensuring customers achieve
their desired outcomes while using your product or service. Customer Success is
relationship-focused client management that aligns client and vendor goals for mutually
beneficial outcomes. Effective Customer Success strategy typically results in decreased
customer churn and increased upsell opportunities.
Why do Businesses Need Customer Success?
"Success consists of going from failure to failure without loss of enthusiasm."
- Winston Churchill
The success of your business is inherently intertwined with the success of your
customer. If customers succeed using your product, they’ll continue using your product,
and thus, your business will succeed. At its core, that’s what Customer Success (CS) is all
about: ensuring your customers achieve their desired outcome while using your product.
Of course, pulling that off requires people, processes, and—most importantly—data.
After all, how can you help your customers succeed using your product if you don’t know
when, why, and how they’re actually using it. That’s why Customer Success requires:
1. Implementation of technology
2. Real-time visibility into your customers’ “health,” which is represented by
a combination of usage data and contextual inputs
3. Company-wide adoption of outcomes-based metrics and processes

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 Leveraging these three aspects, a business takes a “proactive, holistic, and organization-
level approach” to ensuring its customers—including those who use the product and those
who benefit from its use—“continually and increasingly receive value from your product over
the course of their lifetime as a customer,” Lincoln Murphy explains in his Sixteen Ventures
article.
Customer Success vs. Customer Service vs. Account Management
In a nutshell, Customer Success is about a business being proactive, while customer
service is about being reactive. Customers have problems, so they submit tickets, send emails,
and make phone calls. Hopefully, the service or support team resolves those problems, and
customers continue on their merry way. That’s customer service. It’s focused on the case-by-
case and the here-and-now. As for account management, that’s a dated concept from the
agency era. Account managers woo dissatisfied customers and handle problems as they arise.
Like customer service, it focuses too heavily on case-by-case interactions, and it’s still very
much like customer service: reactive. Additionally, the account management mindset is
different than Customer Success Management. It’s all in the name: account managers manage
accounts—the money coming in—not the success of the customer who has the account.
"The difference between Customer Success and Account Management is the difference
between a backyard telescope and the Hubble."
Customer Success Management is the successor of account management. It’s
evolutionarily superior. It pinpoints problems—and opportunities—happen by collecting and
leveraging as many data points as possible about the customer. Furthermore, Customer
Success informs strategy; it helps businesses better understand the customer experience and
lifecycle so they can improve it. On top of all that, Customer Success team members truly
focus on the customer and how that customer can succeed, as opposed to only focusing on
how the company can succeed. It’s a mindset shift that reaps big rewards for everyone.
Customer Success vs. Customer Experience
As stated above, Customer Success helps companies better understand the customer
experience, which is the way customers use your product and/or services from their
perspective. In short, customer experience focuses on the how. Alternatively, Customer
Success focuses on the ways in which customers use a business’s products and/or services
from both the customer’s and the company’s perspectives with the purpose of:
1. Understanding the how
2. Understanding the why
3. Using data to ensure the customer does everything better

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 DEVELOPING CUSTOMER RELATIONSHIP STRATEGY

The Origins of Customer Relationship Management Strategy

The need for customer relationship management grew out of changes to the buyer-seller
model. This shift away from transactional sales and marketing behaviors, and toward a
customer-centered model started in the 1970s. Relationship marketers refined the model in the
80s, and in the 90s, technology accelerated changes even further. In the 2000s, the complexities
of the internet, advances in social media technology, and empowered customer behavior
changed the model forever. The result was a shift in perspective regarding how to address
customers as the primary business asset. Customer relationship management strategy needed to
achieve the following:
1. Govern how to satisfy customers beyond developing good products and services
2. Help retain existing customers to maximize efficiencies and reduce the cost of
acquisition
3. Ensure customer satisfaction and a memorable brand experience
4. Improve the overall relationship between the business entity and specific audiences.

Concentrating on the individual needs of a specific customer segment required a

different set of customer relationship values. Customer satisfaction and loyalty were now the
important business metrics — delivering products and services were now secondary to the
customer experience. This experience was happening largely in a technological vacuum where
advanced software reduced the cost of doing business, but increased the expectations of quality
and service. Economic instability throughout the late 20th and early 21st centuries challenged
existing sales and marketing trends tailored to gaining as many new customers and transactions
as possible. Maximizing the value of existing customers and reaping the bottom-line benefits of
this strategy helped stem the economic hardships of those decades.

The True Test of Customer Relationship Management Strategies and Tactics

What is strategy? That is the question that award-winning author, professor, and
academic Michael Porter famously considered in a Harvard Business Review (HBR) article of
the same title. According to Porter, competitive strategy “is about being different. It means
deliberately choosing a different set of activities to deliver a unique mix of value.” Porter
believes the essence of strategy is choosing what not to do. Examining this concept leads to the
recognition that we commonly confuse strategies with tactics. What will you achieve when you
reach your customer relationship goals? The what in that question is the strategy. How will you
accomplish your customer relationship strategy? The how in that question are the tactics.

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 As author Joan Magretta points out in her book Understanding Michael Porter: The
Essential Guide to Competition and Strategy, “If you are serious about strategy, Porter’s
work is the foundation.” According to Magretta, strategy is about “making choices that
lead to sustainably superior performance.” Porter’s work includes five tests of good
strategy, and these tests help distinguish between good and bad strategy. In order to have
the right strategy, you must do the following:

1. Choose a distinctive value proposition.

2. Tailor your activities to that value chain.
3. Make trade-offs (choose what not to do) that differ from your competition.
4. Fit the parts of strategy together across the value chain.
5. Find continuity over time.
Customer-centered processes are at the heart of modern business strategy. The
titans of technology and industry leverage CRM technology and build business processes
that align customer relationships with positive business outcomes. It is more important
than ever to develop CRM strategies that help, not hinder, the planning and
implementation of CRM technology. Porter’s tests serve as a framework for executing a
step-by-step customer relationship strategy before embarking on CRM planning and
implementation. Adopt this framework to guide your CRM strategy and leverage tactics
that strengthen customer relationships and deliver positive business outcomes.

<End of Module 4˃

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 CRM examples in practice
Examples of CRM usage vary by the type and purpose of the specific CRM system.
• Contact center
Traditionally, data intake practices for CRM systems have been the responsibility
of sales and marketing departments, as well as contact center agents.
• Social CRM
Social media in CRM involves businesses engaging with customers directly
through social media platforms, such as Facebook, Twitter and LinkedIn. Social media
presents an open forum for customers to share experiences with a brand, whether they are
airing grievances or promoting products.
• Mobile CRM
CRM applications built for smartphones and tablets have become a must-have for
sales representatives and marketing professionals who want to access customer
information and perform tasks when they are not physically in their offices.
• Business-to-business (B2B) practices
A CRM system in a B2B environment helps monitor sales as they move through the
sales funnel, enabling a business to address any issues that might come up during the
process.

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 Name: _____________________________________________ Rating: ________________
Year and Section:_____________ Professor / Instructor: __________________________
Due of Submission: _____________________________

<< Week No. 4 >>

<<CUSTOMER RELATIONSHIP MANAGEMENT>>

Quiz: Matching Type

Instruction: Match Column A with Column B. (Write your answer on the space
provided before each number) (15 items)

COLUMN A COLUMN B
1. Car A. Product
2. Secure check handling B. Services
3. Healthcare
4. Payment for services
5. Shaped parts
COLUMN A COLUMN B
6. Data on hours worked A. Product
7. Steel sheets B. Services
8. Data on patients
9. Education
10. Sales Literature
COLUMN A COLUMN B
11. Checking inventory A. Product
12. Motorcycle B. Services
13. Housekeeping
14. Itinerary
15. Robbing warehouse

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Name: _____________________________________________ Rating: ________________
Year and Section:_____________ Professor / Instructor: __________________________
Due of Submission: _____________________________

<< Week No. 4 >>

<< CUSTOMER RELATIONSHIP MANAGEMENT>>

ASSIGNMENT FOR MODULE 4:

1-10. Write down your insights and opinion on the Reflective Journal after reading the
contents of the Module (See Attached Reflective Journal Form).

Instruction:

Answer the following questions based on your understanding about the recent discussion.
Explain your answer in detail (100 words per item. (A total of 800 words, equivalent to
10 points of your daily activity)

1. What were the two or three main idea/concepts I found useful in today’s session, and
why?
2. What beliefs of mine have changed about teaching and learning as a result of this
session?
3. One thing I learned in this session that I may be able to use in the future is…
4. Issues that interested me a lot, and that I would like to study in more detail.
5. I am still unsure about
6. What did we not cover that I expected we should?
7. What strategies have I used in the past were reinforced by this session; Have I been
discouraged from any others?
8. Miscellaneous interesting facts I learned in this session…

Adapted from: Learning Journals <http://www.audiencedialogue.net/journal.html>

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 A. Books:
Choudhary, Yaduraj. (2018). Hotel Lodging, Restaurant and Resort Management. Gali
Murari Lal, Ansari Road, New Delhi: Random Publications
Choudhary, Yaduraj. (2018). Tourism Marketing and Crisis Management. Gali Murari
Lal, Ansari Road, New Delhi: Random Publications
Mayo, Herbert B. (2016). Basic Finance: An introduction to Institutions, Management
and investments. Bonifacio, Global City, Taguig City: Cengage Learning Asia Pte Ltd
Rajput, Rama K. (2018). Tourism Management Problems and Prospects. Gali Murari
Lal, Ansari Road, New Delhi: Random Publications
Rama, Varinder S. (2018). Basic Room Division in Hotel. Gali Murari Lal, Ansari
Road, New Delhi: Random Publications, Manila: Mindshapers Co., Inc.

B. Articles:
Alilvand, M. R., Khazaei Pool, J., Khodadadi, M., & Sharifi, M. (2019). Information
technology competency and knowledge management in the hospitality industry service
supply chain. Tourism
Review, 74(4), 872–884. https://doi.org/10.1108/TR-04-2018-0054
Pérez-Salazar, M. del R., Aguilar-Lasserre, A. A., Cedillo-Campos, M. G., Juárez-
Martínez, U., & Posada-Gómez, R. (2019). Processes and measurement of knowledge
management in supply
chains: an integrative systematic literature review. International Journal of Production
Research, 57(7), 2136–2159. https://doi.org/10.1080/00207543.2018.1521530
Saberi, S., Kouhizadeh, M., Sarkis, J., & Shen, L. (2019). Blockchain technology and its
relationships to sustainable supply chain management. International Journal of
Production Research, 57(7),
2117–2135. https://doi.org/10.1080/00207543.2018.1533261
Sawik, T. (2019). Two-period vs. multi-period model for supply chain disruption
management. International Journal of Production Research, 57(14), 4502–4518.
https://doi.org/10.1080/00207543.2018.1504246
Upadhyay, A. (2016). Case Study: Sustainability in the Hotel Industry : The Role of
Operating Agreements in the Hotel Industry. [N.p.]: Kogan Page. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=e000xww&AN=1335068&site
=ehost-live

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C. Web Page:
How to Implement Supply Chain Management in Hotel Industry retrieved from
https://www.linkedin.com/pulse/how-implement-supply-chain-management-hotel-
industry-otiato-mcilt
Logistics and Supply Chain Management in the Hotel Industry: Impact on Hotel
Performance Service Delivery retrieved from
https://core.ac.uk/download/pdf/62869528.pdf
Significance of Supply Chain Management in Hospitality Industry retrieved from
https://www.sbsandco.com/blog/significance-of-supply-chain-management-in-
hospitality-industry
Supply Chain Management in Hospitality Industry: Impact on Service Quality in
McDonalds Restaurants, Bangalore retrieved from
https://www.longdom.org/articles/supply-chain-managementin-hospitality-industry-
impact-on-service-quality-in-mcdonalds-restaurants-bangalore.pdf
Supply Chain Management Practices in the Hotel industry: An Examination of Hotel
Food Supply Chains in South West England retrieved from
https://ore.exeter.ac.uk/repository/bitstream/handle/10036/3160/AkkaranggoonS.pdf?se
quence=1&isAllowed=y
What is CRM (customer relationship management)? (techtarget.com)
Customer-focused marketing (imis.com)
Customer Service Definition (investopedia.com)
What is Customer Satisfaction? | ASQ
CRM Strategy, Planning, and Implementation | Smartsheet

D. Media:
A Brief Introduction to Tourism Supply Chains retrieved from
https://www.youtube.com/watch?v=NUen_lEy4-c
Supply Chain Management for the Service Industry retrieved from
https://www.youtube.com/watch?v=GJFiZ3GJIgg
Supply Chain for Restaurant Industry retrieved from
https://www.youtube.com/watch?v=GeXO2DuvWWw
What is Supply Chain Management? Definition and Introduction retrieved from
https://www.youtube.com/watch?v=lZPO5RclZEo
What is Logistics Management? Definition and Supply Chain retrieved from
https://www.youtube.com/watch?v=4-QU7WiVxh8

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