Transformation of the hospitality services marketing structure: a chaos theory perspective

Abstract

Purpose Drawing on chaos theory as an overarching approach, as well as guidelines from effectuation and transformative learning theories, this study aims to evaluate the changing marketing channels in the hospitality industry in the wake of the COVID-19 pandemic. It also aims to develop a conceptual framework that demonstrates the transformation of the marketing structure; in particular, the transformation of hospitality organizations, employees and customers. Design/methodology/approach The study uses the hermeneutic method and conceptually evaluates the existing actors of the services marketing structure. It also discusses how to transform this structure into the new normal in the wake of the COVID-19 pandemic. Findings The findings of the study demonstrated that COVID-19 has resulted in changing marketing channels in the hospitality industry. These include external, internal, interactive and substitutional marketing channels. In response to these changes, the hospitality industry needs to adopt a more transformative marketing structure that requires the transformation of hospitality companies, employees and customers. Research limitations/implications The conceptualized transformation of the services marketing structure could help hospitality practitioners, employees and customers to understand the new normal and acquire new abilities, meanings, awareness and learning accordingly. Originality/value This study uses chaos, effectuation and transformative learning theories to reconceptualize the hospitality services marketing structure. The contribution of this paper lies in the conceptual pathways it suggests for transforming hospitality firms, employees and customers and for demonstrating their transformed roles and positions in the wake of the pandemic.