These past decades, our world has been progressing and booming in terms of business

industry that allows many businesses to adopt to changes, innovate ideas and move to

greater heights to meet the preferences and demand of its customers. In line with this,

particularly in hotel businesses, the immense growth, changes and improvement are

observable especially the goods and services we render. As much as we want, we would

like our guests to feel welcomed and special through our passion to serve them and

interact with them with utmost joy and make impossible things possible for them. Simply,

the dream of a hotelier is to make the guests feel the mood of being “at home” away from

home. But what if these improvements or changes do not result in giving outstanding

service and customer satisfaction? Wherein as a hotelier this is our greatest dream and

main concern why we exist.

According to researchers, The reasons for complaints in hotels are well-documented, and

include issues such as impersonal service, being treated as though on a production line

or “like a number” (i.e., not as a valued individual), having a problem resolved but not

receiving an apology, not receiving responses to written complaints in a timeous manner,

faulty products, lengthy waiting times, broken promises, inappropriate or poorly applied

procedures, or insufficient or poorly organised resources (Bailey, 1994; Murray, 1997).

Bennett (1997) summarised all of these by stating that the main reasons for complaints

were a failure to meet customer expectations or discourtesy by company. While these

issues may seem simple when put like this, front-line service staff might well argue that

because of the fundamental dichotomy between customer and organisational goals,

100% customer satisfaction is unlikely ever to be achieved. Companies can expect to

have 10-12% complaining customers. A third of these will stay with the firm despite their

dissatisfaction, but two-thirds will not.

In this industry, it is very important to know about our customers for the survival of the

business. The constant change of ideas in terms of satisfaction coupled with high

customer expectations making the organizations look for new innovative ideas about the

practices of customer relationship management. Wherein, it is a strategic approach that

enables organization to use internal resources (i.e. Technology, People and Process) to

manage the relationship with customers for the whole operation in order to create a

competitive advantage and improve organizations performance.

Given the studies above, the variety of services offered by the industry brought a serious

complication in organization particularly in the operations management of the front office

department of Century Hotel located at Balibago, Angeles City resulting to significant

challenges in the area of customer service and service delivery.

Indeed, it is inevitable for businesses especially hotels to encounter CRM issues which

they failed to maximize full potential which can prove to be a big waste of time and money

especially when we lose valued guests. From these points, it cannot be denied that

Customer Relationship Management is an emerging marketing activity or function which

has gained prominence among academics and practitioners. However the adoptation of

customer relationship management by most hotels is not yet realized, its full benefits and

advantages are not achieved because there are no laid down guidelines on adoptation,

implementation and practices. There are different hotel views and practices of customer

relationship management but no doubt that an effective and efficient crm is crucial in the

success of a firm and thus needs further studies seeking to answer the question; what
are the customer relationship management practices in the hospitality industry in the

Philippines that can be applied and adopted in Century hotel?