![]() Therefore, it becomes paramount for TAs to not only adapt their retail approaches to new market trends, by combining their historical strengths with the new possibilities offered by technology ( Sharma et al., 2020 Shi and Hu, 2020 Brun et al., 2020 Barnett and Standing, 2001), but also to offer an effective strategic response to the power wielded by big online players ( Kumar et al., 2021 Kim et al., 2020). From this perspective, in-store technologies can improve customers' shopping experience ( Brun et al., 2020) the implications of these tools range from enhancing the experiential dimension of purchasing ( Aguiar-Quintana et al., 2016 Neuhofer et al., 2014 Abou-Shouk et al., 2013b) to improving perceived quality ( Caro and Garcia, 2008) and fostering the co-creation of value ( Neuhofer et al., 2012, 2014). However, a number of studies hypothesise the rise of hybrid models able to exploit the competitive factors of travel agencies (TAs) and new technologies, at the same time ( Sharma et al., 2020 Shi and Hu, 2020 Brun et al., 2020). The new scenario created by the intensive use of information and communication technology (ICT) would, therefore, imply the slow and inexorable decline of every business model that hinges on the traditional methods of offering tourist holiday packages. If, on the one hand, the intensive use of ICT in tourism modifies the power relations within the supply chain for the benefit of large online operators ( Kracht and Wang, 2010), on the other hand, it can represent an extraordinary opportunity for agencies to strengthen ties and relationships with their customers, according to a relationship logic ( Oviedo-Garcia et al., 2015). ![]() Instead of decreasing the number of intermediaries as envisaged by some, the distribution chain has become “an increasingly complex array of intermediaries” and “a complex global network” ( Maria et al., 2015), today. The recent global economic dynamics, combined with the impact of the internet, have led to a profound change in an information-intensive industry such as tourism ( Xie et al., 2020 Devece et al., 2015 Baggio and Del Chiappa, 2014). The full terms of this licence may be seen at Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. ![]() This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Ĭopyright © 2022, Mauro Dini, Simone Splendiani, Laura Bravi and Tonino Pencarelli License ![]() (2022), "In-store technologies to improve customer experience and interaction: an exploratory investigation in Italian travel agencies", The TQM Journal, Vol. Keywordsĭini, M., Splendiani, S., Bravi, L. The study also shows how the advent of Covid-19 has increased travel agents' propensity to use digital technologies. The paper investigates the travel agents' point of view regarding the introduction of new in-store technologies it also highlights their growing adoption and use, overall, despite the travel catalogue still remaining the main tool for interacting with customers. In addition to helping to bridge the literature gap, this study on in-store technologies focuses on the TAs sector, where human resources and human relationships play a decisive role in customer experience and interaction.
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