https://isiarticles.com/bundles/Article/pre/pdf/4321.pdf

Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors

The purpose of this paper is to present a systematic literature review to identify new avenues of research in line with the ongoing changes in quality and management required to firms, especially regarding customers.,This study uses a systematic review of the literature contained in the three databases Ebsco, JSTOR, and Springerlink and on the search engine Google Scholar.,An analysis of the literature identifies three different clusters of papers: “identification” papers, which show that customer focus has gained importance in recent times; “implementation” papers, which highlight that a general or shared model or scale to successfully implement total quality management (TQM) does not yet exist; and “impact-on-performance” papers, which show that few studies have considered the relationship between TQM and the issues of both marketing and performance, underlining the most significant gap in the TQM literature.,This study is limited by the small number of databases and search engines used and by the restricted number of keywords used in searching these sources.,This work highlights a gap in the existing research and thus an incomplete consideration of the interplay between management, marketing, and quality issues, all centered on customers and other stakeholders. Researchers and firms are thus advised to adopt a wider view that considers the role of the quality process to support the firm’s engagement of customers in activities that enhance both the customer role and customer satisfaction.,This study uses a systematic literature review to review all critical factors of TQM and identifies new research avenues and different approaches to implementing TQM, focusing on the central role that customers play in achieving firm success.

A systematic literature review on total quality management critical success factors and the identification of new avenues of research

Despite over a decade of interest in internal marketing and the evolution of various approaches to its operationalisation, the potential benefits of an internal marketing campaign in improving the quality of service delivered to the customer have not been fully explored. This article focuses on the internal customer model of internal marketing, further developing the concept through a synthesis with service blueprinting (a method of representing the service delivery mechanism), to produce a new model of internal marketing, which can be readily applied to the service organisation. An exploratory investigation into the effect of applying this model of internal marketing to service quality is conducted. Changes in internal service quality are measured using a modification of the SERVQUAL model and external service quality is measured using the original SERVQUAL model. This exploratory study was undertaken in a medium sized UK service organisation, and found that service quality increased both internally and externally when this model of internal marketing was applied within the company.

Implementing and measuring the effectiveness of internal marketing

https://isiarticles.com/bundles/Article/pre/pdf/19053.pdf

Market orientation in quality-oriented organizations and its impact on their performance

Benchmarking for Competitive Advantage

This paper seeks to investigate the links between marketing, and total quality management (TQM). At the conceptual level we find that there are many similarities. At a practical level there are greater difficulties and an apparent lack of integration. We sought to explore the conceptual links and examine the practical divide by focusing in particular on the technique of benchmarking. The paper will draw on the results of a comprehensive literature review and empirical studies undertaken at the University of Derby conducted over a period of 2 years. Our results show that marketing academics are least disposed towards benchmarking methods than other groups and that marketing managers are least likely to use the technique. We find that benchmarking projects are too narrowly focused within the operations and administration areas of business and that projects lack clear links to strategic or marketing plans. We argue that there is considerable scope for benchmarking customer processes. We go on to consider fur...

James Casey

Papers

Marketing, total quality management and benchmarking: exploring the divide