The Role of Digital Marketing in Tourism Businesses: An Empirical Investigation in Greece
Abstract
:1. Introduction
2. Literature Review
3. Methodology
3.1. Data Collection
3.2. Survey Questionnaire Analysis
4. Results
4.1. Data Analysis
4.2. Demographic Data
4.3. Measurement Model: Reliability and Validity
4.4. Results of Statistical Analysis
5. Conclusions
Author Contributions
Funding
Informed Consent Statement
Conflicts of Interest
Appendix A. Previous Studies
Authors | Research Subject | Method of Analysis | Variable Codes and Questionnaire Variables |
Cojocea and Coros [22] | The online performance of hotel websites. | Quality criteria for website excellence factors (world best enterprises, n.a) | B1_3, main quality features of an improved business website |
Salem [24] | Evaluating the information provided by hotel websites and their performance. | Content analysis and quantitative measurement method, using a questionnaire | B1_3, main quality features of an improved business website B1_4, reservation method |
Zafiropoulos and Vrana [26] | The characteristics, performance and evaluation of hotel websites, which aim to maintain and increase their online presence and their competitiveness in the market. | Comparison of websites of hotel units and use of questionnaire | B1_3, main quality features of an improved business website B1_4, reservation method |
Dabas et al. [34] | The use of techniques and digital marketing tools from food and beverage businesses. | Qualitative research, semi-structured, in-depth interviews | B1_3, main quality features of an improved business website |
Mahmutović [36] | Measuring digital marketing orientation in the hospitality industry. | Questionnaire, exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) | B1_15, use of web analytics measurement C1_3, impact of digital marketing usage from the COVID-19 pandemic onwards |
Tajvidi and Karami [30] | The impact of social media use and the role of marketing capabilities on SMEs in the hospitality industry. | A structural equation modeling method for data analysis, using a questionnaire | B1_11, effect of social media use C1_3, impact of digital marketing usage from the COVID-19 pandemic onwards |
Almeida-Santana and Moreno-Gil [28] | New trends in the search for information on the Internet and social media, before the implementation of a trip and the behavior of tourists. | Questionnaire | B1_9, main social media advertising channel and frequency of use B1_12, which social media they intend to use in the future B1_11, effect of social media use |
Varkaris and Neuhofer [29] | The influence of social media on consumer hotel decision-making behavior and implications for hospitality professionals. | Qualitative semi-structured in-depth interview | B1_9, main social media advertising channel and frequency of use B1_12, which social media they intend to use in the future B1_11, effect of social media use |
Kapoor and Kapoor [20] | Analysis of the adoption and preference of digital marketing tools in the hotel industry. | Qualitative research | B1_12, which social media they intend to use in the future B1_13, techniques and forms of digital marketing B1_9, main social media advertising channel and frequency of use |
Li, Kim and Choi [31] | The involvement and impact of social media on restaurant performance. | Hierarchical multiple regression analysis | B1_9, main social media advertising channel and frequency of use B1_12, which social media they intend to use in the future B1_11, effect of social media use |
Hysa et al. [32] | The use of social media by different generations and the extent of their use in planning a trip. | Questionnaire | B1_9, main social media advertising channel and frequency of use B1_11, effect of social media use B1_12, which social media they intend to use in the future |
Sinha et al. [21] | Promotion strategies in the tourism industry with the adoption of technological tools and their influence on the business. | Structured questionnaire | B1_13, techniques and forms of digital marketing |
Yasmin et al. [19] | The effectiveness and impact of digital marketing on business sales, the different forms of digital marketing and its impact on business. | Interview technique using structured questionnaire | B1_13, techniques and forms of digital marketing C1_3, impact of digital marketing usage from the COVID-19 pandemic onwards |
Yilmaz [27] | The criteria that influence tourists’ preferences when deciding on a hotel, through comments, opinions and suggestions. | Μathematical model panel, surveyed using data methods | B1_14, value of customer feedback |
Michopoulou and Moisa [35] | The social media measurement processes and techniques adopted by hotel businesses. | Qualitative research, semi-structured, open-ended interviews | B1_14, value of customer feedback B1_15, use of Web analytics measurement |
Sakas et al. [38] | Evaluating the impact of digital marketing using multiple channels, integrating websites, big data and social media in tourism businesses. | Fuzzy cognitive map and agent-based modeling | B1_14, value of customer feedback B1_15, use of web analytics measurement |
Antonio and Rita, [4] | The impact areas of digital marketing usage from the COVID-19 pandemic onwards. | Questionnaire | C1_3, impact of digital marketing usage from the COVID-19 pandemic onwards |
Das [39] | The challenges facing digital marketing and the problems of its use by businesses. | Qualitative data and descriptive analysis methods | C1_4, obstacles/problems from the use of digital marketing |
Nelly [3] | The influence and effects of COVID-19 on SMEs in the tourism industry. | Qualitative research, descriptive analysis methods and contextual techniques. | C1_3, impact of digital marketing usage from the COVID-19 pandemic onwards |
Phelan et al. [40] | The effectiveness of Facebook as a marketing tool by hotel businesses and consumer interaction with the business. | Content analysis | B1_14, value of customer feedback B1_9, main social media advertising channel and frequency of use B1_11, effect of social media use B1_12, which social media they intend to use in the future |
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Demographic Variable | Scale | Frequency | Percent (%) | Valid Percent | Cumulative Percent |
---|---|---|---|---|---|
Position in the business | Owner | 71 | 49.7 | 49.7 | 49.7 |
Director/executive | 62 | 43.3 | 43.3 | 93.0 | |
Other | 10 | 7.0 | 7.0 | 100.0 | |
Sex | Male | 95 | 66.4 | 66.4 | 66.4 |
Female | 48 | 33.6 | 33.6 | 100.00 | |
Age group | 18–25 | 4 | 2.8 | 2.8 | 2.8 |
26–35 | 29 | 20.3 | 20.3 | 23.1 | |
36–45 | 50 | 35.0 | 35.0 | 58.0 | |
46–55 | 33 | 23.1 | 23.1 | 81.1 | |
56–65 | 25 | 17.5 | 17.5 | 98.6 | |
>65 | 2 | 1.4 | 1.4 | 100.0 | |
Education level | Primary school | 3 | 2.1 | 2.1 | 2.1 |
High school | 20 | 14.0 | 14.0 | 16.1 | |
Bachelor’s degree | 50 | 35.0 | 35.0 | 51.0 | |
IVT—institute of vocational training | 10 | 7.0 | 7.0 | 58.0 | |
Master’s degree | 55 | 38.5 | 38.5 | 96.5 | |
Doctoral degree | 2 | 1.4 | 1.4 | 97.9 | |
Other | 3 | 2.1 | 2.1 | 100.0 | |
Profile of the accommodation company | Hotels | 92 | 64.3 | 64.3 | 64.3 |
Room rentals | 43 | 30.1 | 30.1 | 94.4 | |
Airbnb | 8 | 5.6 | 5.6 | 100.0 | |
Hotel stars | 2 stars | 8 | 5.6 | 8.7 | 8.7 |
3 stars | 28 | 19.6 | 30.4 | 39.1 | |
4 stars | 30 | 21.0 | 32.6 | 71.7 | |
5 stars | 24 | 16.8 | 26.1 | 97.8 | |
other | 2 | 1.4 | 2.2 | 100.0 | |
Missing system | 51 | 35.7 | |||
Location | Athens | 10 | 7.0 | 7.0 | 7.0 |
Eastern Attica | 1 | 0.7 | 0.7 | 7.7 | |
Argolida | 2 | 1.4 | 1.4 | 9.1 | |
Arta | 2 | 1.4 | 1.4 | 10.5 | |
Achaia | 1 | 0.7 | 0.7 | 11.2 | |
Grevena | 1 | 0.7 | 0.7 | 11.9 | |
Drama | 2 | 1.4 | 1.4 | 13.3 | |
Dodecanese | 7 | 4.9 | 4.9 | 18.2 | |
Evia | 4 | 2.8 | 2.8 | 21 | |
Evrytania | 1 | 0.7 | 0.7 | 21.7 | |
Zakynthos | 4 | 2.8 | 2.8 | 24.5 | |
Ileia | 1 | 0.7 | 0.7 | 25.2 | |
Imathia | 1 | 0.7 | 0.7 | 25.9 | |
Iraklio | 2 | 1.4 | 1.4 | 27.3 | |
Thessaloniki | 4 | 2.8 | 2.8 | 30.1 | |
Ioannina | 5 | 3.5 | 3.5 | 33.6 | |
Kavala | 3 | 2.1 | 2.1 | 35.7 | |
Karditsa | 1 | .7 | .7 | 36.4 | |
Corfu | 8 | 5.6 | 5.6 | 42.0 | |
Kefallonia | 2 | 1.4 | 1.4 | 43.4 | |
Korinthia | 3 | 2.1 | 2.1 | 45.5 | |
Cyclades | 17 | 11.9 | 11.9 | 57.3 | |
Lakonia | 1 | 0.7 | 0.7 | 58.0 | |
Larissa | 2 | 1.4 | 1.4 | 59.4 | |
Lasithi | 1 | 0.7 | 0.7 | 60.1 | |
Lefkada | 1 | 0.7 | 0.7 | 60.8 | |
Magnesia | 30 | 21.0 | 21.0 | 81.8 | |
Xanthi | 1 | 0.7 | 0.7 | 82.5 | |
Pella | 2 | 1.4 | 1.4 | 83.9 | |
Pieria | 2 | 1.4 | 1.4 | 85.3 | |
Rethymno | 3 | 2.1 | 2.1 | 87.4 | |
Rodopi | 3 | 2.1 | 2.1 | 89.5 | |
Trikala | 1 | 0.7 | 0.7 | 90.2 | |
Fthiotida | 2 | 1.4 | 1.4 | 91.6 | |
Halkidiki | 6 | 4.2 | 4.2 | 95.8 | |
Chania | 5 | 3.5 | 3.5 | 99.3 | |
Chios | 1 | 0.7 | 0.7 | 100.0 | |
Years of business activity | <5 years | 34 | 23.8 | 23.8 | 23.8 |
5–10 years | 22 | 15.4 | 15.4 | 39.2 | |
10–15 years | 18 | 12.6 | 12.6 | 51.7 | |
>15 years | 69 | 48.3 | 48.3 | 100.0 | |
Chain/group | Yes | 29 | 20.3 | 20.3 | 20.3 |
No | 114 | 79.7 | 79.7 | 100.0 | |
Seasonality | Winter season | 3 | 2.1 | 2.1 | 2.1 |
Summer season | 67 | 46.9 | 46.9 | 49.0 | |
All year | 73 | 51.0 | 51.0 | 100.0 | |
Digital marketing manager | owner with specialized knowledge | 9 | 6.3 | 6.3 | 6.3 |
owner with basic knowledge | 48 | 33.6 | 33.6 | 39.9 | |
specialized executives/staff of the company | 39 | 27.3 | 27.3 | 67.1 | |
non-specialized company staff | 12 | 8.4 | 8.4 | 75.5 | |
specialized external partner | 23 | 16.1 | 16.1 | 91.6 | |
none | 8 | 5.6 | 5.6 | 97.2 | |
other | 4 | 2.8 | 2.8 | 100.0 |
Demographic Variable | Scale | Frequency | Percentage (%) | Valid Percentage | Cumulative Percentage |
---|---|---|---|---|---|
Position in the business | Owner | 87 | 68.5 | 68.5 | 68.5 |
Director/executive | 27 | 21.3 | 21.3 | 89.8 | |
Other | 13 | 10.2 | 10.2 | 100.0 | |
Sex | Male | 97 | 76.4 | 76.4 | 76.4 |
Female | 30 | 23.6 | 23.6 | 100.00 | |
Age group | 18–25 | 5 | 3.9 | 3.9 | 3.9 |
26–35 | 24 | 18.9 | 18.9 | 22.8 | |
36–45 | 49 | 38.6 | 38.6 | 61.4 | |
46–55 | 39 | 30.7 | 30.7 | 92.1 | |
56–65 | 8 | 6.3 | 6.3 | 98.4 | |
>65 | 2 | 1.6 | 1.6 | 100.0 | |
Education level | Primary school | 2 | 1.6 | 1.6 | 1.6 |
High school | 25 | 19.7 | 19.7 | 21.3 | |
Bachelor’s degree | 53 | 41.7 | 41.7 | 63.0 | |
IVT—institute of vocational training | 26 | 20.5 | 20.5 | 83.5 | |
Master’s degree | 13 | 10.2 | 10.2 | 93.7 | |
Doctoral degree | 3 | 2.4 | 2.4 | 96.1 | |
Other | 5 | 3.9 | 3.9 | 100.0 | |
Profile of the food and beverage company | Restaurant | 100 | 78.7 | 78.7 | 78.7 |
Cafe bar | 26 | 20.5 | 20.5 | 99.2 | |
Nightclub | 1 | 0.8 | 0.8 | 100.0 | |
Location | Athens | 16 | 12.6 | 12.6 | 12.6 |
Arcadia | 1 | 0.8 | 0.8 | 13.4 | |
Viotia | 3 | 2.4 | 2.4 | 15.7 | |
Dodecanese | 5 | 3.9 | 3.9 | 19.7 | |
Evia | 2 | 1.6 | 1.6 | 21.3 | |
Ileias | 3 | 2.4 | 2.4 | 23.6 | |
Imathia | 2 | 1.6 | 1.6 | 25.2 | |
Iraklio | 1 | 0.8 | 0.8 | 26.0 | |
Thessaloniki | 9 | 7.1 | 7.1 | 33.1 | |
Ioannina | 1 | 0.8 | 0.8 | 33.9 | |
Kastoria | 1 | 0.8 | 0.8 | 34.6 | |
Corfu | 6 | 4.7 | 4.7 | 39.4 | |
Korinthia | 4 | 3.1 | 3.1 | 42.5 | |
Cyclades | 21 | 16.5 | 16.5 | 59.1 | |
Lakonia | 1 | 0.8 | 0.8 | 59.8 | |
Larissa | 3 | 2.4 | 2.4 | 62.2 | |
Lasithi | 2 | 1.6 | 1.6 | 63.8 | |
Magnesia | 28 | 22.0 | 22.0 | 85.5 | |
Piraeus | 3 | 2.4 | 2.4 | 88.2 | |
Pella | 2 | 1.6 | 1.6 | 89.8 | |
Pieria | 2 | 1.6 | 1.6 | 91.3 | |
Preveza | 1 | 0.8 | 0.8 | 92.1 | |
Rethymno | 1 | 0.8 | 0.8 | 92.9 | |
Halkidiki | 2 | 1.6 | 1.6 | 94.5 | |
Chania | 7 | 5.5 | 5.5 | 100.0 | |
Years of business activity | <5 years | 31 | 24.4 | 24.4 | 24.4 |
5–10 years | 30 | 23.6 | 23.6 | 48.0 | |
10–15 years | 13 | 10.2 | 10.2 | 58.3 | |
>15 years | 53 | 41.7 | 41.7 | 100.0 | |
Chain/group | Yes | 17 | 13.4 | 13.4 | 13.4 |
No | 110 | 86.6 | 86.6 | 100.0 | |
Seasonality | Winter season | 1 | 0.8 | 0.8 | 0.8 |
Summer season | 51 | 40.2 | 40.2 | 40.9 | |
All year | 75 | 59.1 | 59.1 | 100.0 | |
Digital marketing manager | owner with specialized knowledge | 9 | 7.1 | 7.1 | 7.1 |
owner with basic knowledge | 42 | 33.1 | 33.1 | 40.2 | |
specialized executives/staff of the company | 14 | 11.0 | 11.0 | 51.2 | |
non-specialized company staff | 22 | 17.3 | 17.3 | 68.5 | |
specialized external partner | 19 | 15.0 | 15.0 | 83.5 | |
none | 17 | 13.4 | 13.4 | 96.9 | |
other | 4 | 3.1 | 3.1 | 100.0 |
Reliability Statistics | ||||||
---|---|---|---|---|---|---|
Accommodation Businesses | Food and Beverage Businesses | |||||
Research Question | Cronbach’s a | Cronbach’s a Based on Standardized Items | N of Items | Cronbach’s a | Cronbach’s a Based on Standardized Items | N of Items |
2a | 0.87 | 0.90 | 11 | 0.81 | 0.85 | 11 |
2b | 0.93 | 0.93 | 7 | 0.93 | 0.93 | 7 |
3a | 0.87 | 0.87 | 7 | 0.87 | 0.87 | 7 |
4a | 0.95 | 0.95 | 15 | 0.96 | 0.96 | 15 |
4b | 0.87 | 0.87 | 16 | 0.89 | 0.89 | 16 |
Accommodation Businesses | Food and Beverage Businesses | |||
---|---|---|---|---|
Valid | Frequency | Percent | Frequency | Percent |
Newsletter | 48 | 33.6 | 17 | 13.4 |
Google Maps | 102 | 71.3 | 52 | 40.9 |
Blog | 20 | 14 | 8 | 6.3 |
Responsive and mobile friendly | 77 | 53.8 | 38 | 29.9 |
Google my business | 87 | 60.8 | 49 | 38.6 |
No | 6 | 4.2 | 15 | 11.8 |
Accommodation Businesses | Food and Beverage Businesses | |||
---|---|---|---|---|
Valid | Frequency | Percentage | Frequency | Percentage |
Without any online booking | 44 | 30.8 | 38 | 29.9 |
Online booking | 87 | 60.8 | 29 | 22.8 |
Mobile application | 23 | 16.1 | 12 | 9.4 |
None | 4 | 2.8 | 16 | 12.6 |
Other | 5 | 3.5 | 6 | 4.7 |
Accommodation Businesses | Food and Beverage Businesses | |||||
---|---|---|---|---|---|---|
Valid | Mean | Std. Deviation | N | Mean | Std. Deviation | N |
5.24 | 1.86 | 143 | 5.41 | 1.71 | 127 | |
2.04 | 1.77 | 143 | 1.69 | 1.38 | 127 | |
4.56 | 2.29 | 143 | 5.01 | 2.08 | 127 | |
2.52 | 2.15 | 143 | 1.84 | 1.68 | 127 | |
Tumblr | 1.36 | 1.04 | 143 | 1.21 | 0.74 | 127 |
1.43 | 1.18 | 143 | 1.35 | 0.98 | 127 | |
TikTok | 1.37 | 1.00 | 143 | 1.22 | 0.75 | 127 |
Snapchat | 1.27 | 0.83 | 143 | 1.14 | 0.50 | 127 |
Foursquare | 1.41 | 1.15 | 143 | 1.68 | 1.29 | 127 |
YouTube | 2.18 | 1.79 | 143 | 1.89 | 1.56 | 127 |
Vimeo | 1.38 | 1.07 | 143 | 1.27 | 0.86 | 127 |
Accommodation Businesses | Food and Beverage Businesses | |||
---|---|---|---|---|
Valid | Frequency | Percent | Frequency | Percent |
118 | 82.5 | 98 | 77.2 | |
41 | 28.7 | 31 | 24.4 | |
111 | 77.6 | 94 | 74.0 | |
57 | 39.9 | 30 | 23.6 | |
Tumblr | 6 | 4.2 | 4 | 3.1 |
16 | 11.2 | 20 | 15.7 | |
TikTok | 22 | 15.4 | 30 | 23.6 |
Snapchat | 4 | 2.8 | 3 | 2.4 |
Foursquare | 8 | 5.6 | 15 | 11.8 |
YouTube | 66 | 46.2 | 47 | 37.0 |
Vimeo | 11 | 7.7 | 5 | 3.9 |
None | 13 | 9.1 | 7 | 5.5 |
Accommodation Businesses | Food and Beverage Businesses | |||||
---|---|---|---|---|---|---|
Valid | Mean Std. | Deviation | N | Mean Std. | Deviation | N |
Attracting new customers | 5.94 | 1.32 | 143 | 5.73 | 1.47 | 127 |
Receiving feedback from customers | 5.98 | 1.46 | 143 | 5.85 | 1.54 | 127 |
Providing information to customers | 6.34 | 1.10 | 143 | 6.13 | 1.28 | 127 |
Improving the image of the company | 6.34 | 1.16 | 143 | 5.98 | 1.48 | 127 |
The interaction/communication | 6.26 | 1.16 | 143 | 5.96 | 1.48 | 127 |
Strengthening customer confidence | 6.15 | 1.19 | 143 | 5.85 | 1.49 | 127 |
Building stronger relationships | 6.07 | 1.23 | 143 | 5.77 | 1.58 | 127 |
Accommodation Businesses | Food and Beverage Businesses | |||||
---|---|---|---|---|---|---|
Valid | Mean | Std. Deviation | N | Mean | Std. Deviation | N |
E-mail marketing | 3.87 | 2.27 | 143 | 2.50 | 2.02 | 127 |
Mobile marketing | 3.10 | 2.18 | 143 | 2.31 | 1.87 | 127 |
Search engine optimization | 4.59 | 2.03 | 143 | 2.91 | 2.22 | 127 |
Paid marketing | 3.48 | 2.25 | 143 | 2.83 | 2.12 | 127 |
Viral marketing | 2.94 | 2.16 | 143 | 2.35 | 1.86 | 127 |
Affiliate marketing | 4.94 | 2.25 | 143 | 3.00 | 2.25 | 127 |
Video marketing | 3.03 | 2.09 | 143 | 2.23 | 1.88 | 127 |
Accommodation Businesses | Food and Beverage Businesses | |||||
---|---|---|---|---|---|---|
Valid | Mean | Std. Deviation | N | Mean | Std. Deviation | N |
Web analytics | 4.76 | 2.08 | 143 | 4.20 | 2.22 | 127 |
Accommodation Businesses | Food and Beverage Businesses | |||||
---|---|---|---|---|---|---|
Valid | Mean | Std. Deviation | N | Mean | Std. Deviation | N |
Value of customer comments on online platforms | 6.35 | 1.11 | 143 | 5.63 | 1.67 | 127 |
Accommodation Businesses | Food and Beverage Businesses | |||||
---|---|---|---|---|---|---|
Valid | Mean | Std. Deviation | Ν | Mean | Std. Deviation | Ν |
Increase product life cycle | 5.66 | 1.27 | 143 | 4.80 | 1.74 | 127 |
It increases the market share of the business | 5.78 | 1.23 | 143 | 5.15 | 1.58 | 127 |
Expansion into new markets | 5.78 | 1.37 | 143 | 4.99 | 1.88 | 127 |
It significantly improves the income of the business | 5.63 | 1.34 | 143 | 4.81 | 1.74 | 127 |
Improves interactivity with customers | 5.96 | 1.18 | 143 | 5.39 | 1.53 | 127 |
Just in time customer service | 5.74 | 1.31 | 143 | 4.83 | 1.77 | 127 |
Better understanding of customer needs/preferences | 5.64 | 1.31 | 143 | 5.02 | 1.62 | 127 |
Public relations and customer relationship development | 5.86 | 1.27 | 143 | 5.34 | 1.56 | 127 |
Audience/customer research | 5.64 | 1.35 | 143 | 5.18 | 1.61 | 127 |
Releases the company from intermediary agents (offices, travel agents, etc.) | 5.52 | 1.48 | 143 | 4.69 | 1.90 | 127 |
It increases the readability of the business | 6.17 | 1.01 | 143 | 5.85 | 1.32 | 127 |
Improving the image of the company | 6.26 | 1.00 | 143 | 5.72 | 1.37 | 127 |
Measuring effectiveness | 5.88 | 1.24 | 143 | 5.45 | 1.40 | 127 |
Increase in the search ranking of search engines | 5.81 | 1.28 | 143 | 5.45 | 1.53 | 127 |
Cost reduction for marketing services | 5.37 | 1.43 | 143 | 5.12 | 1.53 | 127 |
Accommodation Businesses | Food and Beverage Businesses | |||||
---|---|---|---|---|---|---|
Valid | Mean | Std. Deviation | N | Mean | Std. Deviation | N |
Monetary cost | 4.50 | 1.67 | 143 | 4.17 | 1.54 | 127 |
Lack of time | 4.76 | 1.73 | 143 | 5.06 | 1.49 | 127 |
Security of data, information and transactions | 4.37 | 1.88 | 143 | 4.26 | 1.58 | 127 |
Lack of trained workforce | 4.98 | 1.59 | 143 | 4.84 | 1.59 | 127 |
Lack of knowledge and training in its use | 5.10 | 1.44 | 143 | 4.67 | 1.45 | 127 |
Access speed | 3.84 | 1.96 | 143 | 4.07 | 1.84 | 127 |
Legal issues and limitations | 4.25 | 1.78 | 143 | 3.83 | 1.70 | 127 |
Language | 4.03 | 1.99 | 143 | 3.76 | 1.92 | 127 |
Regressive and outdated management mentality | 4.26 | 2.21 | 143 | 3.87 | 1.87 | 127 |
Lack of vision for expansion | 4.28 | 2.06 | 143 | 3.74 | 1.88 | 127 |
The existence of annoying advertisements and spam messages | 4.84 | 2.02 | 143 | 4.89 | 1.83 | 127 |
Eliminating face-to-face contact | 4.40 | 1.83 | 143 | 4.76 | 1.61 | 127 |
Existence of technophobia | 3.77 | 1.86 | 143 | 3.42 | 1.92 | 127 |
Difficulty targeting certain market segments | 4.62 | 1.66 | 143 | 4.77 | 1.80 | 127 |
The reliability of information on the internet | 4.32 | 1.65 | 143 | 4.49 | 1.65 | 127 |
Increased competition in international markets | 4.84 | 1.72 | 143 | 4.47 | 1.76 | 127 |
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Velentza, A.; Metaxas, T. The Role of Digital Marketing in Tourism Businesses: An Empirical Investigation in Greece. Businesses 2023, 3, 272-292. https://doi.org/10.3390/businesses3020018
Velentza A, Metaxas T. The Role of Digital Marketing in Tourism Businesses: An Empirical Investigation in Greece. Businesses. 2023; 3(2):272-292. https://doi.org/10.3390/businesses3020018
Chicago/Turabian StyleVelentza, Anastasia, and Theodore Metaxas. 2023. "The Role of Digital Marketing in Tourism Businesses: An Empirical Investigation in Greece" Businesses 3, no. 2: 272-292. https://doi.org/10.3390/businesses3020018