Hotel Brand Loyalty—A Systematic Literature Review
Abstract
:1. Introduction
1.1. Brand Loyalty
1.2. Importance of Loyalty
1.3. Hotels Brands
1.4. Study Description
- What influences hotel brand loyalty?
- What is the relationship between hotel brand loyalty and hotel brand equity?
- Section 2 ‘Materials and Methods’ describes the method used in the literature review based on PRISMA statements; it is divided into six subsections: Section 2.1—Study Design; Section 2.2—Information Sources; Section 2.3—Inclusion/Exclusion Criteria; Section 2.4—Search Strategy; Section 2.5—Quality Assessment; and Section 2.6—Data Presentation;
- Section 3 ‘Results’ presents the results of a systematic literature review, including three subsections: Section 3.1—General Details and Study Design, Section 3.2—Research Specifications and Hypotheses, and Section 3.3—General Findings and Managerial Implications;
- Section 4 ‘Discussion’ describes the results in six subsections: Section 4.1—General Remarks; Section 4.2—HBL vs. Brand Equity; Section 4.3—HBL vs. Brand Awareness; Section 4.4—HBL vs. Brand Image; Section 4.5—HBL vs. Perceived Quality; Section 4.6—Managerial Recommendations;
- Section 5 ‘Conclusions’ presents conclusions, limitations, and directions for future research.
2. Materials and Methods
2.1. Study Design
2.2. Information Sources
2.3. Inclusion/Exclusion Criteria
- Studies based on empirical research;
- Studies describing HBL;
- Studies describing brand loyalty in the hospitality and accommodation sector;
- Peer-reviewed papers;
- Any population;
- Any date;
- Papers written in English.
- Studies not based on empirical research;
- Papers published as “short papers”;
- Workshop papers;
- Work-in-progress papers;
- Studies describing loyalty not related to hotel brands;
- Studies describing loyalty related to the brands of other tourist companies;
- Book chapters.
2.4. Search Strategy
- Scopus: TITLE-ABS-KEY (hotel AND brand AND loyalty), and (TITLE-ABS-KEY (brand AND loyalty) AND hotel))
- Web of Science: ALL FIELDS: (hotel) AND ALL FIELDS: (brand) AND ALL FIELDS: (loyalty)
2.5. Quality Assessment
2.6. Data Presentation
3. Results
- General details and study design—Section 3.1.
- Research specifications and verified research hypotheses—Section 3.2.
- General findings and managerial implications—Section 3.3.
3.1. General Details and Study Design
3.2. Research Specifications and Hypothesis
3.3. General Findings
4. Discussion
4.1. General Remarks
- HBL vs. brand equity;
- HBL vs. brand awareness;
- HBL vs. brand image;
- HBL vs. perceived quality related to the brand;
- HBL vs. managerial implications.
4.2. HBL vs. Brand Equity
- HBL is considered on two levels: in the context of factors determining brand loyalty, as well as in relation to the hotel brand equity.
- HBL is directly influenced by quality, brand satisfaction, brand identification, brand engagement, brand commitment, and perceived value.
- In the Aaker’s model of brand equity, HBL is analyzed as an element of brand equity alongside brand awareness, perceived quality, brand image, brand association, influencing customer satisfaction, brand attitude, firm performance, and overall brand equity.
- In the Keller’s model of consumer-based brand equity, HBL is influenced by brand image, perceived quality, staff behavior, brand identification, management trust, brand awareness, and brand reliability.
4.3. HBL vs. Brand Awareness
4.4. HBL vs. Brand Image
- Brand image directly or indirectly influences the brand loyalty;
- Brand image as an element of brand equity influences loyalty to brands of luxury and upscale four- and five-star hotels.
4.5. HBL vs. Perceived Quality Related to Hotel Brands
- Perceived quality related to the hotel brands has been described as perceived quality, perceived brand quality, quality of experience, physical quality, perceived service quality, or service quality;
- Perceived quality determines brand loyalty directly or indirectly;
- Perceived quality is an element of hotel brand equity, both according to the Aaker model and the Keller model.
4.6. Managerial Implications
5. Conclusions
Supplementary Materials
Author Contributions
Funding
Conflicts of Interest
References
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Article | Year | Authors | Q1 | Q2 | Q3 | Q4 | Q5 | Q6 | Q7 | Q8 | Q9 | Q10 |
---|---|---|---|---|---|---|---|---|---|---|---|---|
[89] | 2020 | Liu et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | unclear |
[90] | 2019 | Rather et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[91] | 2019 | Surucu et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[92] | 2018 | Ibrahim et al. | yes | yes | yes | yes | yes | yes | no | unclear | yes | no |
[93] | 2018 | Rather et al. | yes | yes | yes | yes | yes | yes | unclear | yes | yes | unclear |
[94] | 2017 | Ko et al. | yes | yes | yes | yes | unclear | yes | no | - | - | yes |
[95] | 2017 | Liu et al. | yes | yes | yes | yes | yes | yes | unclear | yes | yes | yes |
[96] | 2017 | Nassar | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[97] | 2016 | Back et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[98] | 2016 | Manthiou et al. | yes | yes | yes | yes | yes | yes | unclear | yes | yes | yes |
[99] | 2016 | Rather et al. | yes | yes | yes | yes | unclear | yes | unclear | yes | yes | yes |
[100] | 2015 | Alnawas et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[101] | 2015 | Al-Msallam et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | no |
[102] | 2015 | Hosseini et al. | yes | yes | yes | yes | no | yes | no | no | no | yes |
[103] | 2015 | Liu et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[104] | 2015 | Suhartanto et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[105] | 2015 | Wong et al. | yes | yes | yes | yes | yes | yes | unclear | yes | yes | yes |
[106] | 2014 | Oh et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[107] | 2014 | Šerić et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[108] | 2013 | So et al. | yes | yes | yes | yes | yes | yes | no | unclear | yes | yes |
[109] | 2012 | Callarisa et al. | yes | yes | yes | yes | yes | yes | no | - | - | yes |
[110] | 2011 | Ahmad et al. | yes | yes | yes | yes | unclear | yes | no | yes | yes | yes |
[111] | 2011 | Nam et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[112] | 2007 | Kayaman et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[113] | 2007 | Kim et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
[114] | 2005 | Kim et al. | yes | yes | yes | yes | yes | yes | no | yes | yes | yes |
Article | Author, Year | Study Design | Country/Location | Sample Population | Purpose of Stay/Travel | Type of Hotels | Hotel Brands |
---|---|---|---|---|---|---|---|
[89] | Liu et al., 2020 | survey, 1270 questionnaires distributed, response rate: 49% | China: Shanghai, Shaoxing, Xiamen, Fuzhou, and Quanzhou | 622 hotel managers (China): captains, supervisors, managers, department directors, general managers | n/a | 11 luxury star-rated hotels | Kempinski, Wanda Vista, Westin, InterContinental, Fuzhou, Sheraton, Crowne Plaza |
[90] | Rather et al., 2019 | survey, 2450 questionnaires distributed to hotel guests, response rate: 17% | India: Srinagar, Gulmarg, Phalgam, Jammu, Katra, and Amritsar | 410 tourists, International | n/a | upscale hospitality properties | n/a |
[91] | Surucu et al., 2019 | survey, 2340 questionnaires distributed to hotel guests, response rate: 39% | Turkey: Ankara, Antalya, Aydin, Balikesir, Bolu, Bursa, Istanbul, Izmir, Mersin, Mugla | 1007 tourists, Turkey (43.2%), UK (16.9%), Germany (16.9%) | according to type of hotels: urban or holiday/beach hotels | 39 five-star hotels: urban hotels (29.5%), holiday/beach hotels (70.5%) | n/a |
[92] | Ibrahim et al., 2018 | survey, sample drawn from hotel customers of selected 5 hotels | Cyprus: Kyrenia city | 389 tourists, International | n/a | 5 largest five stars hotels in Northern Cyprus | n/a |
[93] | Rather et al., 2018 | survey, 400 self-administered questionnaires, response rate: 85% | India: 6 main tourist destinations | 340 tourists, India (65%) international (35%) | leisure (33%), adventure (30%), religious (25%), business (12%) | four- and five-star hotel brands | Radisson Blue, Holiday Inn, Vivanta by Taj, Khyber Resorts, Grand Lalith, Best Western |
[94] | Ko et al., 2017 | TripAdvisor dataset analysis using WebCrawler program implemented in Java—text review, ratings review | whole world | 1921 reviews | all purposes | 232 hotels, 10 most popular destinations in TripAdvisor | n/a |
[95] | Liu et al., 2017 | survey, 400 questionnaires distributed to luxury hotel guests, response rate: 82% | China: Macau | 327 travelers, Asia (90%) | n/a | Five-star hotels | Sheraton, Sofitel, Wynn, Four Seasons, Conrad, Grand Hyatt, Okura, Altira, Sands, the Venetian |
[96] | Nassar 2017 | survey, 620 questionnaires distributed to hotel guests, response rate: 45% | Egypt: Alexandria, Luxor, Sharm El-Sheikh, Cairo Metropolitan | 280 tourists, International | n/a | four- and five-star hotels | n/a |
[97] | Back et al., 2016 | survey, 969 questionnaires distributed to hotel guests; 32% response rate | US | 310 tourists, international | business (69%) | 3 upper-middle-class hotels | Marriott, Hilton, Hyatt |
[98] | Manthiou et al., 2016 | one-on-one interviews among international travelers; survey locations: top attractions | Malaysia: Kuala Lumpur | 250 tourists, Singapore, USA, Australia, UK, Indonesia, India, China, Japan | sightseeing tours | name-brand hotels | n/a |
[99] | Rather et al., 2016 | survey, self-administrative questionnaires | India: Jammu and Kashmir | 180 tourists, India (61%), USA (6%), UK (6%), Russia (6%), Bangladesh (6%) | recreation/entertainment (60%), adventure (24%), religious (12%) | four-star hotels (61% of respondents) five-star hotels (39%) | n/a |
[100] | Alnawas et al., 2015 | survey, questionnaires distributed to hotel guests | Jordan | 423 tourists, Europe (67%), Asia (23%), North America and Canada (8%) | leisure (45%), business (36%), | 7 hotels; 5 four-star hotels and 2 five-star hotels | n/a |
[101] | Al-Msallam et al., 2015 | survey, 600 questionnaires distributed to hotel guests, response rate: 97.3% | Syria: Damascus | 584 tourists, international | n/a | 3 different hotels | n/a |
[102] | Hosseini et al., 2015 | survey, 430 questionnaires distributed | Iran, major cities: Teheran, Mashhad, Esfahan, Tabriz, Shiraz | 302 tourists, Iran (>50%), international | n/a | 18 five-star hotels 32 four-star hotels | n/a |
[103] | Liu et al., 2015 | survey, questionnaires distributed to hotel guests | Taiwan: Taipei | 608 tourists, Taiwan (25%) international (75%) | business (46.4%) leisure (53.6%) | well-known upscale hotels | Le meridian Taipei, Hyatt, Caesar Park, Sheraton Grande Taipei |
[104] | Suhartanto et al., 2015 | survey, 600 self-administered questionnaires distributed to hotel guests | Indonesia: Bandung | 444 tourists, international | business (44.2%) holiday (38.8%) | three-star and four-star hotels | n/a |
[105] | Wong et al., 2015 | semistructured interviews with senior managers | China | 46 hotel managers: 10 general managers, 12 marketing managers, 12 human resource directors, 12 sales directors | n/a | hotels from Marriott group | Marriott, Courtyard by Marriott, Renaissance |
[106] | Oh et al., 2014 | survey in 15 domestic Chinese and 15 foreign hotel brands; at least 20 domestic and 20 foreign tourists at each hotel | China: 12 major cities | 1346 tourists, China (48.7%), Europe and North America (51.3%) | n/a | 29 upscale (four- and five-star or equivalent) hotels | 11 Chinese brands 18 foreign brands |
[107] | Šerić et al., 2014 | survey, 400 questionnaires administered through face-to-face interviews and self-administered, response rate: 83.7% | Italy: Rome | 335 travellers, Italy (32.8%), US (21.2%), Spain (6.9%), France (6.6%), Germany (5.7%) | vacations 84%, business 11% | 20 hotels: 5 first-class, 3 first-class superior, 3 luxury, and 5 super luxury hotels | n/a |
[108] | So et al., 2013 | survey, 2500 questionnaires distributed in consumer panel; 10% response rate | Australia | 252 respondents from the panel of consumers | n/a | luxury, upper upscale, upper midscale, and economy | Marriott, Hilton, Sheraton, Sofitel, Holiday Inn, Mercure, Best Western |
[109] | Callarisa et al., 2012 | TripAdvisor dataset analysis using Webcrawler program implemented in Java—text review, rating review | whole world | 11,917 reviews international | all purposes | 653 hotels in 10 most popular destinations | Marriott, Hilton, InterContinental, Accor, Best Western, Hyatt, Carlson, Wyndham, Starwood, Choice Hotels |
[110] | Ahmad et al., 2011 | survey, 500 questionnaires distributed to hotel guests, response rate: 83%% | Penang and Klang Valley | 415 conference attendees, attended and stayed in the same hotel where the conference was held | participation in conference | five- and four-star hotels | n/a |
[111] | Nam et al., 2011 | survey, personally administered questionnaire | southeast of England | 378 tourists, UK | leisure (58%), business (25%), business and leisure (15%) | 32 well-known hotel and restaurant brands | Marriott, Hilton, Travelodge |
[112] | Kayaman et al., 2007 | survey, 421 questionnaires personally retrieved, self-administrated; response rate: 82% | North Cyprus | 345 tourists at the time of their departure in Ercan Airport, Turkey (48.4%), UK (26.1%), Cyprus (5.8%), Germany, Greece, USA, France, Russia | holiday (study conducted in high season period) | 6 five-star hotels | n/a |
[113] | Kim et al., 2007 | Survey, travelers participated in the study at the airport in midwestern city | USA: midwestern city | 277 travelers, USA (85%), Spain (7%), Asia (6%) | n/a | 6 hotels brands | Holiday Inn, Best Western, Ramada, Quality Inn, Howard Johnson, Four Points |
[114] | Kim et al., 2005 | Survey, 840 questionnaires distributed to travelers at Kimpo airport (departure site), response rate 61% | Korea | 513 tourists, international | n/a | luxury hotels | n/a |
Article | Factor/Variable | Hypotheses | Measurement Items | Data Analysis |
---|---|---|---|---|
[89] | intellectual capital (IC) social capital (SC) organization capital (OC) relational capital (RC) managerial ties (MT) human capital (HC) brand equity (BE): perceived quality (PQ) brand image (BI) brand loyalty (BL) brand awareness (BA) | BE mediates the positive relationship between IC and SC (+) MT moderates the positive relationship between BE and SC (+) BA mediates the positive relationship between PQ and BL (−) BI mediates the positive relationship between PQ and BL (+) OC mediates the positive relationship between RC and HC (+) | 46 items (7-point Likert scales) SC—5 items HC—7 items OC—8 items, RC—4 items BE—22 items, including: BI—4 items, BL—4 items BA—3 items PQ—11 items | CFA SEM |
[90] | consumer–brand identification (CBI) consumer–brand engagement (CBE) perceived service quality (PSQ) consumer–brand value congruity (CBVC) brand loyalty (BI) | CBI → BL (+), CBI → CBE (+), CBE→BL (+) PSQ →CBE (+), PSQ → CBI (+) CBI mediated the relationship between PSQ and CBE and between CBVC and CBE CBE mediated the relationship between PSQ and CBI CBVC →CBI (+), CBVC →CBE (+) CBI mediated the relationship between CBVC and BL | 22 items (5-point Likert scales) CBE—8 items CBI—4 items CBVC—3 items BL—4 items PSQ—3 items | CFA SEM |
[91] | brand awareness (BA) physical quality (PQ) staff behavior (SB) brand image (BI) consumer-based brand equity (CBBE) customer satisfaction (CS) brand trust (BT) brand loyalty (BL) | BA → CBBE (+) PQ → CBBE (+) PB → CBBE (+) BI → CBBE (+) CBBE → BL (+) CBBE → BT (+) CS → BT (+), CS → BL (+) BT → BL (+) | 24 items (7-point Likert scales) BA—3 items PQ—4 items PB—4 items BI—5 items BT—3 items CS—2 items BL—3 items | CFA SEM |
[92] | brand trust (BT) revisit intention (RI) social media marketing activities (SMMA): entertainment, interaction, trendiness, customization, word of mouth | SMMA → BL (+); SMMA → RI (+); SMMA → BT (+) BL → RI (+) BT → RI (+); BT → RI (+) SMMA → BT → RI (+) SMMA → BT → BL (+) | 26 items (5-point Likert scales) BT—4 items, RI—4 items PF—4 items, BL—4 items SMMA 10—items | CFA SEM |
[93] | value congruity (VC) customer–brand engagement (CBE) customer–brand identification (CBI) affective brand commitment (ABC) brand loyalty (BL) | VC → CBI (+); VC → CBE (+); VC → ABC (+) CBI → CBE (+); CBI → BL (+); CBI → ABC (+) ABC → BL (+); CBE → BL (+); VC → CBI → CBE (+) VC → CBI → ABC (+) VC → CBI → BL (+) | 22 items (7-point Likert scales) VC—4 items CBI—4 items CBE—4 items ABC—4 items BL—6 items | CFA SEM |
[94] | brand equity (BE) explained by 5 dimensions: brand awareness (BA) brand image (BI) brand quality (BQ) brand value (BV) brand loyalty (BL) | BV → BL (+) BQ → BI → BA→BV (+) BQ → BI → BA → BV → BL (+) BA → BV (+) BI → BA → BV (+) BI → BA→ BV →BL (+) | TripAdvisor data: BV: value 1 to 5 BQ: rooms, location, cleanliness and sleep quality 1 to 5; BI: service 1 to 5 BL recommendation (1 yes and 0 not recommended) and overall loyalty (1 to 5) BA: market share of the chain | CFA SEM |
[95] | brand equity (BE) explained by 4 dimensions: brand loyalty (BL) brand awareness (BA) perceived quality (PQ) brand image (BI) brand performance (BP) purchase intention (PI) brand attitude (Bat) | BL → Bat (+), BL → PI (+) BA → Bat (+), BA → PI (+) PQ → Bat (+), PQ → PI (+) BI→ Bat (+), BI → PI (+) For luxury Bat mediates the effect of BL on PI, BA on PI, BL on PQ and BL on BI In the market of luxury hotel industry, BP can moderate the effect of Bat on PI (−) | 39 items (X-point Likert scales): BL—4 items, BA—3 items PQ—11 items BI—12 items BP—3 items, PI—3 items Bat—3 semantic differential scales | CFA SEM |
[96] | brand equity (BE) explained by 4 dimensions: brand loyalty (BL) brand awareness (BA) perceived brand quality (PBQ) brand association (BAss) consumer satisfaction (CS) | BL → CS (+) BA→ CS (+) PBQ→ CS (+) Bass→ CS (+) | 24 items (7-point Likert scales) BL—6 items, BA—5 items PBQ—5 items, Bass—5 items CS—3 items | CFA SEM |
[97] | image congruence (IC) customer satisfaction (CS) brand loyalty (BL) | social IC → CS (+) ideal social IC → CS (+) CS → cognitive BL (+) Cognitive BL → affective BL (+) Affective BL → conative BL (+) | 13 items (7-point Likert scales) IC—4 items CS—3 items cognitive BL—3 items; affective BL—3 items conative BL—3 items | CFA SEM |
[98] | brand experience (BEx): sensory, affective, behavioral, intellectual brand knowledge (BK) brand loyalty (BL) | The richer BEx is for consumers, the higher their loyalty toward the brand will be The more BK consumers have, the higher their loyalty toward the brand will be BK serves as a mediator in the path of BEx and BL | 20 items (7-point Likert scales) BEx: sensory Ex—3 items, affective Ex—3 items, behavior Ex—3 items intellectual Ex—3 items BK—3 items, BL—5 items | CFA SEM |
[99] | customer brand identification (CBI) brand satisfaction (BS) brand commitment (BC) brand loyalty (BL) | CBI →BL BS → BL BC → BL | 18 items (7-point Likert scales) CBI—4 items, S—4 items BC—4 items, BL—6 items | correlation and regression analyses |
[100] | brand identity (BId) brand–lifestyle similarity (BLS) customer–brand identification (CBI) brand love (BLo) brand loyalty (BL) | BId → CBI (+) BLS → CBI (+) CBI → BLo (+) BLo → BL (−) CBI → BL (+) | 28 items (5-point Likert scales) BId—4 items, CBI → 5 items BLS → 3 items BLo: intimacy 5 items, passion—6 items BL (decision/commitment) —5 items | CFA SEM |
[101] | brand image (BI) customer satisfaction (CS) price fairness (PF) brand loyalty (BL) | CS → BL (+) BI → CS (+) PF → CS (+), PF → BL (+) BI → BL (+) | 17 items (7-point Likert scales) CS—3 items, BI—2 items PF—4 items, BL 8—items | CFA SEM |
[102] | service performance (SP) as a direct experience (DE) quality of experience (QE) brand loyalty (BL) | SP ←→QE (+) QE → BL (+) QE mediates the relationship between SP and BL (+) | 35 items (7-point Likert scales) DE—10 items QE—15 items BL—10 items | regression analysis |
[103] | (1) value equity (VE): convenience and environment (C&E), service quality (SQ), price (P), quality of commodities (QC) (2) brand equity (BE): brand association (BAss), brand awareness (BA), brand image (BI) (3) relationship equity (RE) (4) customer loyalty (CL) | BE → VE (+) BE → RE (+) VE→ RE (+) BE → CL (+) RE→CL (+) VE→ CL (−) Leisure and business traveler moderate drivers forming a customer loyalty. Specifically, leisure travelers select for VC and BE and business travelers select for VE and RE on CL (+) | C&E—5 items, P—3 items QC—4 items, SQ—6 items BAss—3 items BA—2 items BI—2 items RE: satisfaction—2 items RE: trust—2 items RE: affective commitment—4 items CL—4 items | CFA SEM |
[104] | brand loyalty: cognitive, affective, conative loyalty brand loyalty: behavioral loyalty service quality (SQ) customer satisfaction (CS) brand image (BI) perceived value (PV) | Attitudinal L → behavioral L (+) SQ → attitudinal L (−) PV → attitudinal L (−) CS → attitudinal L (+) BI → SQ (+), BI → PV (+) BI → CS (−), BI → attitudinal L (−) | 26 items (7-point Likert scales) cognitive L—3 items, affective L—3 items conative L—3 items, behavioural L—3 items SQ—5 items, CS—3 items PV—3 items, BI—3 items | CFA SEM |
[105] | resources capabilities brand assets/brand equity desired organization outcomes | resources and capabilities → → brand assets (brand loyalty, brand awareness, brand association, perceived quality, others) → → desired organizational outcomes → → desired market position | resources: 6 elements capabilities: 5 elements brand assets: 5 elements 7 desired organizational outcomes | Content analysis—five-stage protocol with two rounds of coding rules |
[106] | brand equity (BE) BE: perceived quality (PQ) BE: brand awareness (BA) BE: brand image (BI) BE: management trust (MT) BE: brand reliability (BR) brand loyalty (BL) brand choice intension (BCI) | The hotel BE model is configurally/metrically equivalent across: - domestic and foreign hotel brands (+) - tourists speaking Mandarin and English as their first language (+) - the regions the tourist reside (+) | 21 items (7-point Likert scales) BCI—3 items, BL—3 items BQ—3 items BA—3 items BI—3 items BT—3 items BR—3 items | CFA SEM |
[107] | integrated marketing communication (IMC) advanced information and communication technology (ICT) brand equity (BE) explained by 3 dimensions: brand image (BI) perceived quality (PQ) brand loyalty (BL) | IMC → BI (+) IMC → PQ (+) IMC → BL (+) PQ → BI (+), PQ → BL (+) BI→ BL (+) | 22 items (5-point Likert scales) IMC—5 items BI—7 items PQ—7 items BL—4 items ICT—4 items | CFA, SEM |
[108] | customer–brand identification (CBI) service quality (SQ) perceived value (PV) brand trust (BT) brand loyalty (BL) | CBI → BL (−) SQ →BL (+); PV → BL (+) BT → BL (+) CBI → SQ (+); CBI → PV (+) CBI → BT (+) | 14 items (7-point Likert scales) CBI—5 items; BT—4 items BL—5 items 7 semantic differential scales: SQ—3 scales, PV—4 scales | CFA SEM |
[109] | brand quality (BQ): internal quality and location quality brand equity (BE) explained by 4 dimensions: brand image (BI) brand awareness (BA) brand value (BV) brand loyalty (BL) | BV → BL (+) BQ → BI → BA→BV (+) BQ → BI → BA → BV → BL (+) BA → BV (+) BI → BA → BV (+) BI → BA→ BV →BL (+) | TripAdvisor data: BV: value 1 to 5 BQ: rooms, location, cleanliness and sleep quality 1 to 5 BI: service 1 to 5 BL recommendation (1—yes; 0—not recommended) and overall loyalty (1 to 5) BA: market share of the chain | CFA SEM |
[110] | brand equity expressed by: brand association as staff service (SS) and self-image congruence (SIC) brand awareness (BA) brand satisfaction (BS) brand loyalty (BL) | SS → BS (+), SS → BL (+) SIC → BS (−), SIC → BL (−) BA → BS (+); BA → BL (+) BS → BL (+) | 27 items (7-point Likert scales) SS—8 items; SIC—4 items BA—3 items; BS—3 items BL—9 items | CFA SEM |
[111] | CBBE: physical quality (PQ) CBBE: staff behavior (SB) CBBE: ideal self-congruence (SC) CBBE: brand identification (BI) CBBE: lifestyle congruence (LC) consumer satisfaction (CS) brand loyalty (BL) | PQ → CS (+) SB → CS (+) SC → CS (+) BI → CS (+) LC → CS (+) CS → BL (+) | 18 items (7-point Likert scales) PQ—4 items, SB—3 items SC—3 items, BI—3 items LC—2 items BL—3 items 2 semantic differential scales for CS | CFA SEM |
[112] | customer-based brand equity expressed by 4 dimensions: (1) perceived quality (PQ): tangibility (tang), responsiveness (resp), reliability (relia), assurance (assur), empathy (empa) (2) brand image (BI) (3) brand awareness (BA) (4) brand loyalty (BL) | tang → BL (+), tang → BI (+) resp → BL (+), resp → BI (-) relia → BL(−), relia → BI (+) assur → BL (−), assur → BI (-) empa → BL (−), empa → BI (+) BL → BI (+) BA → BL (−) | 35 items (5-point Likert scales) PQ (tang, resp, relia, assur, empa) 22 items BI—9 items BL—4 items | CFA SEM |
[113] | brand equity (BE) brand loyalty (BL) perceived quality (PQ) brand awareness (BA) brand association (BAss) | BL → BE PQ → BE BA → BE BAss→ BE | 33 items (7-point Likert scales) BL—3 items, PQ—4 items BA—3 items Bass—3 items BE—5 items | CFA SEM |
[114] | brand equity (BE) brand loyalty (BL) brand awareness (BA) perceived quality (PQ) brand image (BI) | Customer-based BE and these four components in the hospitality industry will have a significant relationship with the performance of the firms of the corresponding brands (+) | 33 items (7-point Likert scales) BL—6 items PBQ—11 items BI—13 items BA—3 items | CFA SEM |
Article | Findings Related to HBL | Managerial Implications |
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[89] |
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[90] |
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[91] |
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[92] | Social media marketing activities have a significant impact on brand loyalty and revisit intention, also the mediation outcome of brand trust is partially supported. | The dataset offers a model for marketers interested in predicting brand loyalty and revisit of intention. |
[93] | Perceived quality, brand loyalty, and brand associations were found to be the core components of brand equity, while brand awareness did not exert a significant influence on building brand equity of mid-priced hotels. |
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[94] |
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[95] |
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[96] |
| Brand managers should focus on brand loyalty, awareness, and associations to increase customer satisfaction. |
[97] |
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[98] |
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[99] | Four variables (customer–brand identification, brand satisfaction, brand commitment, and brand loyalty) are significantly interrelated, generate competitive advantages, and differentiate themselves from competitors by building and maintaining long-term customer relationships. |
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[100] |
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[101] | Brand image and price fairness are positively related to brand loyalty as important factors in building consumer satisfaction. |
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[102] |
| In the management of hotel and the tourism industry, the relative importance of service performance and quality of experience in building brand image and loyalty must be taken into account. |
[103] |
| Upscale hotels should improve brand associations and brand image and strengthen relationship marketing strategies through:
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[104] |
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[105] | The brand equity model covers six resource categories (financial capital, internal relationships, internal operating systems and programs, international brand reputation, human capital, and domestic stakeholder relation management). | In order to successfully enter the emerging market, managers of Western hospitality organizations should establish communication links with the functional areas of the organization, establish relationships with key national stakeholders and introduce ‘brand audits’. |
[106] | Hotel brand equity can be generalized in three cultural customer segments, as evidenced by acceptable metrics, as well as configuration equivalences. | Brand managers of both international and Chinese domestic hotels can rely on a model to assess the brand equity with different customer groups. |
[107] |
| Hotel managers need to understand how their marketing communication affect consumer perceptions.
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[108] |
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[109] |
| Hotels need to better understand the dynamics of the technology and consider actively using social networking and user-generated content to build customer loyalty, Hotels should be more proactive and establish a continuous dialogue with the customer to protect their brand equity. |
[110] | In CBBE, staff service is the most prominent aspect in understanding customer purchase behavior. The relationship between staff service and satisfaction shows the strongest relationship between the CBBE constructs. | n/a |
[111] |
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[112] | Three-dimensional model of CBBE (brand loyalty, brand image, perceived quality) is significant. | Hotel managers should try to influence the perceived quality, brand loyalty, brand image, and brand awareness by formulate strategies for tangibilizing their intangible service offerings. |
[113] | Perceived quality, brand loyalty, and brand associations are the basic components of brand equity, while brand awareness has no significant impact on building brand equity of mid-priced hotels. | Hotel managers should develop a valid and reliable measure to assess CBBE. |
[114] |
| The hotel company needs to design its marketing mix to increase brand awareness set and influence the choice. |
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Górska-Warsewicz, H.; Kulykovets, O. Hotel Brand Loyalty—A Systematic Literature Review. Sustainability 2020, 12, 4810. https://doi.org/10.3390/su12124810
Górska-Warsewicz H, Kulykovets O. Hotel Brand Loyalty—A Systematic Literature Review. Sustainability. 2020; 12(12):4810. https://doi.org/10.3390/su12124810
Chicago/Turabian StyleGórska-Warsewicz, Hanna, and Olena Kulykovets. 2020. "Hotel Brand Loyalty—A Systematic Literature Review" Sustainability 12, no. 12: 4810. https://doi.org/10.3390/su12124810
APA StyleGórska-Warsewicz, H., & Kulykovets, O. (2020). Hotel Brand Loyalty—A Systematic Literature Review. Sustainability, 12(12), 4810. https://doi.org/10.3390/su12124810