The adoption of relationship marketing in rated hotels: An importance-performance analysis in Setif, Algeria

In today’s highly competitive hospitality market, hotels are increasingly focused on enhancing guest satisfaction to secure repeat visits and foster long-term customer loyalty. Achieving this goal requires a comprehensive strategy, and relationship marketing has emerged as a key approach for hoteliers aiming to build lasting connections with their guests. This study evaluates the adoption of relationship marketing in rated hotels in Setif, Algeria, with a specific focus on its three core dimensions: service culture, communication, and complaints management. The study employs Importance-Performance Analysis (IPA) to assess how these dimensions are implemented and perceived in the local context. A total of 65 valid responses from hotels’ regular guests were analysed. The findings reveal that while relationship marketing practices are indeed adopted in the studied hotels, there are critical areas that require improvement. The study highlights the need for enhanced attention to these dimensions to strengthen guest satisfaction, loyalty, and overall hotel performance. This research contributes to the existing literature on relationship marketing in the Algerian hospitality sector and provides practical recommendations for future improvements in service delivery and customer relations.

1 Introduction

The hospitality industry is characterised by intense competition and a growing demand for high-quality customer experiences. In recent years, relationship marketing has gained increasing attention in the hospitality industry as a way for hotel establishments to differentiate themselves and to provide favourable experiences to their customers (Salem 2021). It is an approach to marketing that emphasises building and maintaining long-term relationships with customers, rather than simply focusing on individual transactions (Berry 1995). However, little is known about the extent of adoption of relationship marketing by rated hotel establishments and how it is perceived by customers. Based on this, service culture encompasses values, beliefs, and organizational behaviours that focus on providing exceptionally high-quality service experiences for customers (Gronroos 1990). Additionally, the use of communication techniques in hotels leads to improving guest experiences and interactions among employees, ultimately enhancing overall operational efficiency (Narteh et al. 2013).
The crucial role played by complaints management highlights how a provider deals with customer complaints, leading to increased customer retention, trust-building, and long-term profitability (Tax et al. 1998). Furthermore, hotel establishments should view complaints not just as problems to be solved, but as opportunities to enhance customer relationships and gain valuable insights into areas that can be improved (Tax et al. 1998).
Given Algeria’s growing interest in the hospitality sector (Ministry of Tourism and Craft Industry 2023), it is noteworthy that there remains a significant gap in studies exploring the application of relationship marketing within the country’s hotel industry (Google 2023; Algerian Scientific Journal Platform 2023). However, recent studies by Zerouati and Guettaf (2019) have demonstrated how relationship marketing strategies can be effectively applied to improve customer relationships and enhance guest experiences in Algerian hotels. Additionally, Hamadouche (2020) explored the relationship between relationship marketing, service quality, internal marketing, and customer satisfaction – issues that are of critical importance for Algeria’s hotel industry.
In this study, we bridge this gap by investigating the extent to which rated hotel establishments in Setif, Algeria, rely on relationship marketing, as well as customer perceptions towards this approach.

2 Literature review

2.1 Relationship marketing

Relationship marketing, as described by several researchers, focuses on the establishment of long-term and mutually beneficial relationships between firms and their customers (Hogberg 2015). According to (Ravald and Grönroos 1996). This strategy focuses on developing and providing significant value to increase customer loyalty and happiness. A strategic focus on creating and maintaining long-term client connections is required (Kotler 2003). Relationship marketing, which falls under the larger umbrella of marketing, uses value-driven tactics to build long-lasting client relationships (Jobber and Ellis-Chadwick 2019). A key component of relationship marketing is highlighted by Berry (1995) in his discussion of the increased interest in providing services that offer clients real benefits. Sheth and Parvatiyar (1995) underline how marketing has evolved from transactional exchanges to a more relationship-focused strategy. Grönroos (1997) indicates a paradigm shift from the traditional marketing mix to prioritizing the creation of long-term partnerships in marketing strategy. According to Crosby, Evans and Cowles (1990), the interpersonal influence viewpoint on relationship quality in service selling includes communication, commitment, and trust. Amoako et al. (2019) emphasize that relationship marketing in the hotel sector entails trust and commitment, which have a major impact on consumers’ intentions to make more purchases. Additionally, relationship marketing, particularly in the context of medical tourism services, Sousa and Alves (2019) claim, changes behavioral intentions and visitor experiences. Casais, Fernandes and Sarmento (2020) highlight relationship marketing’s contribution to tourism innovation, particularly through boosting value co-creation through online platforms for sharing lodging. Hendriyani and Auliana (2018) investigate the transition from relationship marketing to electronic customer relationship management in the face of technological improvements, focusing on the incorporation of technology into relationship marketing techniques. Dejan, Marija and Jasmina (2022) investigate the use of information and communication technology (ICT) in the process of CRM implementation in the hotel business, demonstrating the changing landscape of relationship marketing. Boateng (2019) investigates online relationship marketing and its effect on client loyalty from the standpoint of signalling theory. Thaichon et al. (2019) investigate the evolution and theoretical underpinnings of online relationship marketing, emphasizing its importance in the digital age. According to Gilboa, Seger-Guttmann and Mimran (2019), relationship marketing plays a unique role in boosting customer experience, cultivating contentment, and loyalty in small firms. Furthermore, Abeza et al. (2020) investigate the function of social media in co-creating value in relationship marketing, revealing its multifaceted impact on customer interactions. Finally, Khan et al. (2022) evaluates the influence of customer relationship management and corporate reputation on customer loyalty, stressing the role of customer satisfaction as a moderator.

2.1.1 Service culture

The iconic expression of the Ritz-Carlton’s „We are ladies and gentlemen serving ladies and gentlemen“ is not just a slogan; it represents clear, decisive commitments that shape every interaction within the organization (Rawat 2016). Fundamentally, each organization cultivates its unique culture, forming an independent community defined by its own distinctive values, beliefs, and strategic orientations (Diedrich 2017). In the hotel sector, service culture is defined as an agreed-upon set of values, beliefs, and behaviours that serve as guiding principles for personnel in providing great service to clients (Yusof, Rosnan and Shamsuddin 2020). It exemplifies the idea of giving a customized and welcome experience that is impacted by cultural norms and expectations (Choi, Oh, Choi and Kim 2021). This requires matching organizational practices to country culture in order to provide culturally sensitive and fulfilling visitor experiences (Nazarian, Velayati, Foroudi et al. 2021). Furthermore, service culture emphasizes the importance of marketing in providing exceptional service and promotes an atmosphere conducive to service excellence (Samatovich 2021). Within the hotel industry, it also plays a pivotal role in influencing organizational commitment by creating an atmosphere that fosters employee dedication to delivering exceptional service (Sarhan, Harb, Shrafat et al. 2020). Service excellence and customer satisfaction are prioritized in a service culture driven by overall quality management methods (Khan, Mirza and Khushnood 2020). In Ghana, customer loyalty is influenced by pleasure and joy, with an emphasis on giving visitors with unforgettable experiences (Anabila, Ameyibor, Allan et al. 2022). This culture is inextricably linked to national culture and ethical leadership, supporting staff commitment to service quality and customer satisfaction (Dimitriou 2023). In addition, the hotel service culture includes possibilities for ongoing enhancement in order to give improved guest experiences (Usmanova, Khusanova, Patanov, et al. 2022). Establishing a safety culture in hotels is building an atmosphere where safety is prioritized, assuring the safety of both guests and employees (Kuo, Cheng, Chang and Ying 2020). Following service recovery, the service culture in Ghanaian hotels focuses on re-establishing customer loyalty by exceeding expectations and promoting service quality (Ampong, Abubakari, Mohammed, et al. 2021). A service culture in the Pakistani hotel sector incorporates external knowledge, internal innovation, and open innovation to improve company performance and service quality (Hameed, Nisar and Wu 2021). Furthermore, developing a customer-centric corporate culture entails prioritizing customer satisfaction and delight in service delivery (Kao, Tsaur and Huang 2020). In the hotel business, sustainable service design emphasizes the relevance of service culture in producing eco-friendly and customer-focused service experiences (Chen and Chen 2022). The influence of service culture on complaint behaviour in the hotel business in the digitalization era relies around adapting to cultural elements to successfully handle customer complaints (Wahyuni, Wardana, Yasa et al. 2020). likewise, culture in tourism within the Navajo territory highlights the unique experiences offered to travellers, underlining the blending of traditional Navajo culture with modern tourism (Jett 1990). Finally, the impact of culture in service recovery expectations highlights how cultural influences shape consumers’ preferences and expectations in service interactions (Kanousi 2005). Marketing services via quality competition involves exceeding customer expectations and developing a service culture focused on offering greater value (Berry and Parasuraman 2004).

2.1.2 Complaint management

Complaint management is a complicated process that involves numerous characteristics in the context of the hotel sector, as detailed in the references given. Kumar and Kaur (2020) underline that it entails a systematic evaluation and the collection of extra insights to improve the management of client complaints inside hotels. Filip (2013) emphasizes its role in continuous learning and development, with a particular emphasis on increasing customer satisfaction through effective grievance resolution. Garding and Bruns (2015) discuss the significance of studying customer preferences and demands for determining the best routes for handling complaints in hotels. Tag-Eldeen (2018) underlines the importance of measuring the impact of complaints management systems inside hospitality firms, particularly in the setting of Egypt. likewise, Garding and Bruns (2015) argue for practices that allow effective complaint management, with the goal of optimizing how hotels handle customer complaints. Ferri (2018) emphasizes the changing nature of complaint handling within the hotel industry. Stauss and Seidel (2019) believe that customer-oriented hotels emphasize complaint handling in order to effectively satisfy client expectations. Schibrowsky and Lapidus (1994) advocate using complaints to obtain a competitive advantage, stressing their significance in improving hotel services. Parikh and Dutt (2022) explore the impact of employee demographics on complaint handling behavior in upmarket Dubai hotels. Ji (2008) delves into the performance evaluation of complaint management within closed-loop supply chains in hotels. Kroenke (2003) focuses on the management of patients presenting with somatic complaints within the hotel sector, emphasizing epidemiology, psychiatric co-morbidity, and appropriate care. Huang and Smith (1996) explore the relevance of complaint management in restaurants and its significance in understanding customer attributions related to service disconfirmation, which extends to the hotel industry. Bengül (2018) strives to quantify and grasp the quality of customer complaint handling in hotels across several aspects. Powers and Bendall-Lyon (2002) argue for leveraging complaint behaviour to improve service quality in hotels, emphasising its applicability. Okyere and Kumadey (2015) examine the management of service failures and consumer complaints at Ghanaian municipal hospitals, with implications for the hotel sector. Ergün and Kitapci (2018) explore the influence of cultural aspects on customer complaint behaviours in the Antalya/Manavgat tourism region, with implications for the hotel business. Finally, Galicic and Ivanovic (2008) recommend adopting the „learn model“ in tourism and hospitality management, including hotels, to successfully answer visitor concerns. These many points of view combine to produce a thorough knowledge of complaint management in the hotel business, emphasizing its importance in improving customer satisfaction and service quality while preserving a competitive advantage.

2.1.3 Communication

Communication stands as a cornerstone in the hospitality sector, essential for seamless interactions. It encompasses a spectrum of behaviours and competencies crucial for meaningful engagements between employees and guests (Yang, Cheung and Li 2022). Rabiul, Shamsudin, Yean, et al. (2023) underscore the pivotal link between leadership styles and communication proficiency, emphasizing its direct impact on employee engagement levels. Meanwhile, Susilo and Santos (2023) delve into sustainable hotel operations, spotlighting how Accor Group leverages social media for marketing and customer engagement. Reza, Mubarik, Naghavi, et al. (2020) meticulously dissect the complexities of relationship marketing and communication within the hotel sector, emphasising the significance of developing and cultivating partnerships with third-party logistical providers to improve operational efficiency. González-Padilla and Lacárcel (2023) underline the importance of communication components in increasing awareness and sales, particularly when compared to search platforms, emphasizing successful marketing and engagement methods. Olugbemi, Ogungbayi et al. (2020) investigate the impact of information and communication technology (ICT) use on service delivery in the hotel industry, focusing on the impact on guest experiences and hotel operations. In the hotel sector, Hadi (2023) blends marketing communication, ecological knowledge, and value co-creation to improve guest happiness through effective value proposition conveyance. According to Fatima and Majeed (2023), exploitative leadership in the hotel business is linked to communication, notably conspiracy ideas and forgiving atmosphere, which might impact employee experiences. Jhaiyanuntana and Nomnian (2020) address intercultural communication challenges and strategies for Thai undergraduate hotel interns, addressing the difficulties and approaches to effective communication within a multicultural context. Liu-Lastres, Guo and Liu (2022) investigate hotel crisis communication on social media, examining how message appeal can affect guest perceptions and responses during times of crises or unexpected events. Santos-Jaén, León-Gómez, Ruiz-Palomo and colleagues (2022) address the influence of information and communication technologies (ICT) on performance and corporate social responsibility in hotel SMEs, stressing the significance of technology in hotel operations. Social media is discussed as a digital communications strategy for hotel firms in Cyprus by Papageorgiou, Marneros, et al. (2020), with an emphasis on marketing, customer interaction, and brand promotion. Menezes and Cavagnaro (2021) concentrate on communicating sustainable activities in the hotel business, with the goal of informing guests and stakeholders about environmentally friendly practices and projects. Yekina (2020) discusses professional communication in the hotel sector, urging for senior students to be trained in excellent communication skills and procedures in the hospitality industry. Mitterfellner (2019) investigates fashion marketing and communication methods in luxury hotels, comprising techniques for promoting luxury products and experiences to hotel guests and target markets. Borza (2018) investigates intercultural corporate communication in the luxury hotel business, focusing on successful communication techniques to maintain luxury as a distinct approach.

2.2 Importance-performance map

Martilla and James (1977) first introduced the Importance-Performance Analysis (IPA) framework, a tool in marketing for evaluating the significance of product or service attributes in relation to their actual performance.
IPA is an effective method in the hotel and tourism sectors to evaluate the importance of various service characteristics and their related performance levels. This method assesses consumer views comprehensively by graphing aspects based on their perceived relevance versus the actual performance offered by businesses (Lai and Hitchcock 2015; Azzopardi and Nash 2013). IPA’s visual depiction assists in identifying areas of the industry that demand attention and development.

Figure 1: Importance-performance map
Source: Kim et al. (2019)

• Concentrate here (high importance, low performance): This quadrant represents aspects of service that customers value but are currently failing. It might identify crucial areas for hotels and tourism, such as personalised experiences and prompt reaction, that require immediate attention (Chen, Murph and Knecht 2016).
• Keep up the good work (high importance, high performance): Factors in this quadrant are regarded as strengths. Customers greatly value them, and they are supplied efficiently. This may include basic facilities and beneficial staff within the context of the hotel industry and tourism (Rahman and Islam 2018).
• Possible overkill (low importance, high performance): This quadrant involves aspects that are deemed less critical by customers but are delivered effectively, indicating areas where resources could potentially be reallocated to focus on higher priority dimensions (Chu and Choi 2000; Liu and Zhang 2020).
• Low priority (low importance, low performance): Elements in this quadrant are of low significance to customers and perform poorly. This might illustrate less crucial aspects in the hotel and tourist industries that use resources without providing significant value to the client experience (Fakfare and Manosuthi 2023).

In the context of hotels, it’s worth mentioning some studies conducted using the IPA framework in various countries. Given the significance of applying this tool, IPA has been utilised in In Switzerland, Chen, Murphy and Knecht (2016) conducted a study on the importance-performance analysis of smartphone applications for hotel chains, highlighting the crucial role these applications play in enhancing customer experience and overall performance in the hospitality industry. Meanwhile, Praničević, Garbin and Mandić (2020) carried out a similar analysis among small family-owned hotels in Croatia, emphasizing the contribution of information and communication technologies (ICTs) in improving hotel services. In Slovenia, Cvelbar and Dwyer (2013) explored sustainability factors in the long-term strategic planning of Slovenian hotels, underscoring the significance of sustainability in the long-term success of these establishments. Rahman and Islam (2018) focused on the Bangladeshi hotel industry, conducting an importance-performance analysis of service quality dimensions and highlighting the role of hotel managers in enhancing service quality. For our study, we will apply the IPA framework in hotels in Setif, Algeria, evaluating it in the context of relationship marketing and its dimensions. It is worth noting that our study in Setif, Algeria is unique and exclusive in its application of IPA in this specific context.

3 Methods

This research paper discusses a study that focuses on investigating the importance of adopting three dimensions of relationship marketing in rated hotels, specifically in the city of Setif. The study aims to understand the extent of adoption, identify the main factors affecting this adoption, and determine the benefits resulting from its implementation. Furthermore, the significance of the study lies in its potential contribution to the existing knowledge in the field of relationship marketing and hospitality, with a focus on improving customer satisfaction and loyalty.
Based on the results of the theoretical background of relationship marketing, the following hypotheses will be tested:
(H): The rated hotel establishments in Setif city adopt relationship marketing.
(H1): The rated hotels in Setif city adopt service culture.
(H2): The rated hotels in Setif city adopt communication.
(H3): The rated hotels in Setif city adopt complaints management.

3.1 Measurement

To achieve the study’s objectives, the researchers adopted a descriptive approach focused on data collection, classification, and subsequent interpretation and analysis. Additionally, to evaluate the expected ease of use of the IPA tool in the field, they relied on the following studies: Martilla and James (1977), Lai and Hitchcock (2015) and Azzopardi and Nash (2013). Likewise, data were gathered using a questionnaire. All statements were quoted from prior studies – „Complaints Management“, „Service Culture“ and „Communication“ by Gronroos (1990), Tax et al. (1998), Yusof, Rosnan and Shamsuddin (2020) and Hadi (2023), respectively. All scale items were measured on a five-point Likert scale. For importance, the scale ranged from (1) „Not important at all“ to (5) „Very important“; for performance, it ranged from (1) „Strongly disagree“ to (5) „Strongly agree“.

3.2 Research sample

The rated hotel establishments in Setif City were selected as the research sites for data collection. An online questionnaire, created using Google Forms and validated by marketing experts, was distributed both electronically and manually to a sample of regular customers. A total of 100 questionnaires were distributed, and 65 completed and valid responses were collected for analysis in the second semester of 2024.
At the beginning of the questionnaire, participants were provided with detailed information about the study’s objectives and the nature of their participation. They were also informed about the voluntary nature of their involvement and assured of the confidentiality of their responses. Ethical guidelines were strictly followed throughout the study.

3.3 Analysis methods

After ensuring that the dataset was complete and devoid of missing and duplicate entries, we then conducted a thorough statistical analysis using SPSS (v27.01) software. Our analytical approach enabled us to extract meaningful results that were then visualized using detailed importance-performance maps using Excel 2022.

4 Results

4.1 Internal consistency reliability of the study instrument

Internal consistency reliability indicates the extent of the relationship between each dimension of the study tool and the overall mean of the questionnaire items.
Based on Table 1, we find that the correlation coefficients between the average of each dimension of the questionnaire and its overall average are statistically significant, where all calculated r values are statistically significant at a significance level of α≤0.05 (Nunnally 1967). Therefore, the dimensions of the questionnaire are considered valid and reliable, and serve the intended purpose for which they were developed for measurement (Awang 2015).

Table 1: Internal consistency reliability results of the questionnaire
Source: Authors based on SPSS V.27.01 output

According to Table 2, it is evident that the Cronbach’s alpha values for each dimension of the questionnaire are high, exceeding 0.60 (Awang 2015). Similarly, the Cronbach’s Alpha value for all questionnaire items is estimated at 0.888, This indicates that the study instrument demonstrates a high level of reliability and is suitable for analysis (Hair et al. 2010). This allows us to analyse its responses, interpret the results, and test the study hypotheses.

Table 2: Cronbach’s alpha values for each dimension of the questionnaire
Source: Authors based on SPSS V.27.01 output

4.2 Sample characteristics

Table 3 provides a comprehensive overview of the distribution of participating individuals according to gender, age, place of residence, educational level, income, and occupation. Out of 65 individuals, 69.2% were male, while 30.8% were female. The most common age group was over 50 years, constituting 43.1%, whereas the youngest age group (less than 20 years) accounted for the lowest percentage at 6.2%. 52.3% of the participants were university graduates, and 21.5% were pursuing postgraduate studies, with participants at the secondary level representing the lowest percentage at 12.3%. It is noteworthy that private sector employees were the most widespread among occupations at 20.0%, followed by senior executives at 13.8%. The income range of 30,001 to 60,000 Algerian Dinar was the most common at 35.4%, while the least common was less than 15,000 Algerian Dinar at 7.7%. The majority of individuals resided in Setif (53.8%). These data provide valuable insights into the demographics of the participant group for subsequent analyses and decision-making.

Table 3: Demographic characteristics of participants (n = 65)
Source: Authors based on SPSS V.27.01 output

Table 4 provides a comprehensive overview of the researchers’ perceptions regarding the average scores and standard deviations about the importance and performance of various aspects related to service culture, communication, and complaint management within the study’s hotel environment.

Table 4: Mean and SD ratings of RM dimensions importance and performance
Source: Authors based on SPSS V.27.01 output

Respondents assign high importance scores to service culture (mean: 4.44, standard deviation: 0.41), followed by communication (mean: 4.41, SD: 0.46), and finally complaint management (mean: 4.37, SD: 0.44). It is also noted that service culture receives the highest rating for performance (mean: 4.22, SD: 0.63), followed by communication (mean: 4.17, SD: 0.72), which receives slightly lower ratings compared to its importance. This suggests the need for improvement in this area. However, the performance of complaint management (mean: 4.20, SD: 0.60) is evaluated similarly to its perceived importance.
Overall, respondents emphasise the importance of these dimensions, highlighting the potential to enhance guest satisfaction and operational efficiency in the hotel environment by improving service culture, communication, and operational effectiveness. This is illustrated in Figures 1, 2, 3, and 4.

4.3 Hypotheses testing: Importance-performance analysis of relationship marketing dimensions

To address the first sub-hypothesis, which is stated as:
Sub-hypothesis H1: The rated hotels in Setif city adopt service culture.

Based on Table 4, Figure 2 presents a detailed analysis of the importance-performance matrix for the service culture dimension in hotels. The analysis shows that Statements 1 and 5 fall in the first quadrant, labelled „focus here“, which indicates that while customers consider these aspects highly important, their performance is low. This discrepancy suggests that these areas, although central to hotel operations, are perceived as weaknesses and potential threats because they directly impact customer satisfaction.

Figure 2: Service culture importance-performance map
Source: Authors based on Excel 2022

Statements 2 and 6 are positioned between the first and second quadrants, representing the „keep up the good work“ zone. This placement indicates a relatively balanced relationship between importance and performance, though there is room for improvement to maintain or enhance this balance. Meanwhile, Statements 3 and 7 reside in the second quadrant, suggesting that effective employee performance results in positive service outcomes – a strength that should be maintained.
Statements 4 and 8 are located at the end of the second quadrant, suggesting that employee satisfaction enhances the customer’s experience. Consequently, it becomes imperative to ensure ongoing investment in this quadrant and prevent any decline in service quality. By staying attentive to these aspects, hotels can secure a strong alignment with customer expectations, delivering top-tier service and ultimately fostering enhanced customer satisfaction and loyalty.
These findings indicate that the hotels under study have successfully embraced the service culture dimension. This result supports the first sub-hypothesis, which states that the rated hotels in Setif adopt service culture.

To address the second sub-hypothesis, stated as follows:
Sub-hypothesis H2: The rated hotels in Setif city adopt communication.

Based on Table 4, Figure 3 presents an in-depth analysis of the importance-performance map for the communication dimension in hotels. The analysis reveals that Statements 1 and 5 are positioned in the first quadrant, labelled as „focus here“, indicating that while these aspects are highly significant to customers in building strong relationships with the hotel, the hotel’s efforts to maintain customer loyalty are unsatisfactory, thereby necessitating performance improvements.

Figure 3: Communication importance-performance map
Source: Authors based on Excel 2022

Statements 2 and 6 are situated between the first and second quadrants, labelled as „keep up the good work“. This placement signifies that although the hotel’s use of modern communication methods is commendable in both importance and performance, continuous monitoring is essential to ensure ongoing customer satisfaction.
Statements 3 and 7 fall within the second quadrant, indicating that performance in these aspects meets customer expectations – a level that should be maintained and further developed.
Finally, Statements 4 and 8, located at the end of the second quadrant, highlight the ease of communication with the hotel, which is both highly important and well-executed, contributing to the provision of services with a high level of professionalism and efficiency.
These findings demonstrate that the hotels included in the study have effectively mastered the communication dimension. Therefore, we accept the second sub-hypothesis: the rated hotels in Setif city adopt communication.

To address the third sub-hypothesis, stated as follows:
Sub-hypothesis H3: The rated hotels in Setif city adopt complaint management.

Through Table 4, Figure 4 presents the results of an analysis of the importance-performance map for the complaint management dimension. The analysis indicates that Statements 1 and 5 are positioned in the first quadrant, labelled as „focus here”, which highlights that the hotels’ performance in providing a dedicated system for customer complaints is weak relative to its importance.

Figure 4: Complaint management importance-performance map
Source: Authors based on Excel 2022

Statements 2 and 6 are situated between the first and second quadrants, labelled as „keep up the good work“. This area represents a balance between performance and importance, albeit with a slight shift toward the second quadrant, suggesting high performance in the employees’ ability to identify customer issues.

Statements 3 and 7 are located in the second quadrant, demonstrating that the hotels perform well in reducing complaints by leveraging their specialized capabilities.
Lastly, Statements 4 and 8 are centralized at the end of the second quadrant, reinforcing that the hotels excel in promptly responding to and efficiently handling customer complaints.
Overall, these findings confirm that the hotels included in the study have effectively implemented complaint management practices. Therefore, we accept the third sub-hypothesis: the rated hotels in Setif city adopt complaint management.

Finally, To address the main-hypothesis, stated as:
Main hypothesis H: The rated hotels in Setif city adopt relationship marketing.

Figure 5 presents the results of the importance-performance analysis for all dimensions of relationship marketing (service culture, communication and complaint management). It is important to note that all dimensions are located in the upper quadrants. Based on the findings from Table 4 regarding their performance and importance, we observe that service culture is positioned in the first quadrant, indicating high importance but low performance. In contrast, communication is situated along the balance line between the first and second quadrants, ultimately leaning toward the latter. Meanwhile, complaint management is positioned in the second quadrant.
The hotels under study should strive to maintain these dimensions within the upper quadrants. In particular, they should focus on enhancing the performance of service culture while ensuring that communication remains a vital link between customers and the hotel.
Based on the results from Table 4 and the illustrations in Figures 2, 3, 4, and 5, we can accept the main hypothesis, which posits that the rated hotels in Setif city adopt relationship marketing.

Figure 5: Relationship marketing dimensions’ importance-performance map
Source: Authors based on Excel 2022

5 Discussion

This study makes important theoretical and practical contributions by proposing a research framework focused on a single independent variable: the extent of relationship marketing adoption through its three key dimensions – service culture, communication, and complaint management – in rated hotels in Setif, Algeria. An IPA map was used to visualize and evaluate these dimensions.
The primary hypothesis posits that the selected hotels adopt relationship marketing. Both descriptive statistics and IPA results indicate that all three dimensions – service culture, communication, and complaint management – are significant and exhibit above-average performance.
The three sub-hypotheses specifically address the adoption of service culture, communication, and complaint management by the hotels under study. As shown in Table 4 and illustrated in Figure 5 and Sub-figures 2, 3, and 4, the findings reveal that service culture holds the highest significance among the dimensions. This is further supported by Figure 3, which indicates notably strong performance for service culture. In contrast, the communication dimension, while important, demonstrates relatively lower performance, as evidenced by its placement in the high-performance quadrant in Figures 3 and 5. Conversely, the complaint management dimension is positioned as average in terms of both performance and importance, as depicted in Figures 4 and 5.
Overall, these results suggest that the rated hotels in Setif have achieved a high level of relationship marketing adoption, with all dimensions valued and effectively implemented, thereby contributing to a robust state of relationship-based marketing.
Upon reviewing the existing literature, it becomes evident that few studies in the hotel sector have employed IPA to present their findings. While numerous studies address various aspects of relationship marketing, most have not utilized this methodology. Notably, studies such as Praničević, Garbin and Mandić (2020) examined the role of Information and Communication Technologies (ICTs) in enhancing customer satisfaction in small family-owned hotels by identifying crucial ICT tools and assessing their performance in improving customer service and operational efficiency. Similarly, Rahman and Islam (2018) applied IPA to assess service quality dimensions in the Bangladeshi hotel industry, and Cvelbar and Dwyer (2013) used IPA to analyze sustainability factors in Slovenian hotels for long-term strategic planning. These studies demonstrate how IPA can pinpoint strengths and weaknesses from both managerial and customer perspectives, helping to identify gaps that require attention for long-term success.
Furthermore, studies by Lai and Hitchcock (2015) and Azzopardi and Nash (2013) illustrate methodological consistency in IPA applications, offering robust solutions that enhance the reliability of results in tourism research. In contrast, a comprehensive review of IPA methodology in tourism management has called for standardized applications across studies to ensure comparability and address potential biases or limitations in future research.

6 Conclusion

The primary objective of any organization – regardless of industry – is to maintain a strong market presence and achieve long-term profitability. In today’s climate of intense competition and market saturation, organizations continuously seek strategies to outperform their rivals. The tourism and hospitality industry is no exception; it is characterized by fierce competition, rapid market evolution, and rising customer expectations. Consequently, hotel managers are increasingly adopting relationship marketing as a strategic tool to foster customer satisfaction and cultivate long-term loyalty.
This study examines the extent to which rated hotels in Setif, Algeria, have embraced relationship marketing practices. By employing an IPA, the research uncovers valuable insights into the key dimensions of relationship marketing. The findings reveal that certain attributes hold greater significance for customers, thereby pinpointing critical areas where hotels should concentrate their efforts. Moreover, the analysis identifies gaps between the perceived importance of specific attributes and their actual performance, suggesting clear opportunities for improvement.
To better align their relationship marketing strategies with customer expectations, it is recommended that hotels in Setif focus on several key actions: enhancing communication channels, implementing more effective systems for managing customer complaints, and fostering a robust service culture among employees. These initiatives have the potential to boost customer service and drive long-term guest loyalty.
Future research should consider exploring additional dimensions of relationship marketing to build upon the findings of this study. Furthermore, investigating the relationship between relationship marketing and other organizational variables could yield deeper insights into how these strategies contribute to the overall success of hotels in competitive markets.

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Kľúčové slová/Key words

relationship marketing, service culture, communication, complaints management, importance-performance analysis, Setif, Algeria
marketing vzťahov, kultúra služieb, komunikácia, riadenie sťažností, analýza dôležitosti a výkonnosti, Setif, Alžírsko

JEL klasifikácia/JEL Classification

M31, L83

Résumé

Zavedenie marketingu vzťahov v hodnotených hoteloch: Analýza dôležitosť-výkonnosť v meste Setif v Alžírsku
Na dnešnom vysoko konkurenčnom trhu ubytovacích a stravovacích služieb sa hotely čoraz viac zameriavajú na zvyšovanie spokojnosti hostí, aby si zabezpečili opakované návštevy a podporili dlhodobú lojalitu zákazníkov. Dosiahnutie tohto cieľa si vyžaduje komplexnú stratégiu. Marketing vzťahov sa stal kľúčovým prístupom pre hotelierov, ktorí sa snažia vybudovať trvalé vzťahy so svojimi hosťami. Táto štúdia hodnotí zavádzanie marketingu vzťahov v hodnotených hoteloch v alžírskom meste Setif s osobitným zameraním na jeho tri základné dimenzie: kultúru služieb, komunikáciu a riadenie sťažností. Štúdia využíva analýzu dôležitosti a výkonnosti (IPA) na posúdenie toho, ako sú tieto dimenzie implementované a vnímané v miestnom kontexte. Celkovo bolo analyzovaných 65 platných odpovedí od stálych hostí hotelov. Zo zistení vyplýva, že hoci sa v skúmaných hoteloch skutočne uplatňujú postupy marketingu vzťahov, existujú kritické oblasti, ktoré si vyžadujú zlepšenie. Štúdia zdôrazňuje potrebu venovať týmto dimenziám zvýšenú pozornosť s cieľom posilniť spokojnosť hostí, ich lojalitu a celkovú výkonnosť hotelov. Tento výskum prispieva k existujúcej literatúre o marketingu vzťahov v alžírskom sektore hotelierstva a poskytuje praktické odporúčania pre budúce zlepšenia v oblasti poskytovania služieb a vzťahov so zákazníkmi.

Doručené/Submitted

2. December 2024

Recenzované/Reviewed

13. March 2025 / 19. March 2025