Slavka T. Nikolić, Nikola Gradojević, Vladimir Đaković, Valentina Mladenović, Jelena Stanković
The notion of entrepreneurship is not new, but entrepreneurship is continuously searching for new ideas while increasing their applications (Morris & Trotter, 1990; Morris, Lewis, & Sexton, 1994). Marketing and entrepreneurship are broadening their ﬁeld of synergic activity, but some gaps in this interaction still remain (Bhuian, Menguc, & Bell, 2005). Numerous studies have indicated the link between marketing and entrepreneurship (Murray, 1981; Morris & Paul, 1987; Herron, Sapienza, & Smith-Cook, 1992; Hills & LaForge, 1992; Becherer & Maurer, 1998; Morris, Schindehutte & LaForge, 2002; Kraus, Harms, & Fink, 2010; Gilmore, 2011, Hills & Hultman, 2011; Hultman & Hills 2011; Kurgun, Bagiran, Ozeren, & Maral, 2011; Morrish, 2011; Busenitz, Plummer, Klotz, Shahzad, & Rhoads, 2014), but a number of research question have remained underexplored.
Ahmad Esmaeili, Akbar Sepahvand, Reza Rostamzadeh, Izolda Joksiene, Jurgita Antucheviciene
Most recently, a number of customers have shown concern over the considerable damage caused to the environment. Natural resources are gradually being replete, and climate change threats are the most important of these concerns (Euro barometer, 2011; European Commission, 2010; Lapinskienė et al., 2015; Barrier, 2016). Formerly, organizations avoided investing in support of the environment, which became a setback for their own future progress (Chen, 2010). Presently, as a result of increased attention to the environment, they tend to take greater responsibility for the environment than before (Chang & Chieng, 2006). Even the studies highlight the role of future generations as being vital toward eco-awareness (Simionescu, 2013; Csigéné Nagypál et al., 2015).
Nikolina Palamidovska-Sterjadovska, Anita Ciunova-Shuleska
In today’s competitive environment, creating and maintaining customer satisfaction and consequently customer loyalty is of vital importance to the companies. At the same time, it is a challenging task because little is known about how customers differ in their relational preferences (Palmatier et al., 2006) and because there are a lot of variables that inﬂuence customer loyalty. Although customers tend to be more demanding and less loyal (Reichheld, 1996), service marketers are convinced that building enduring relationships with the customers is incredibly important because loyal customers are less costly to serve, buy more, pay premium prices and spread positive word-of-mouth (Zeithaml, 2000; O’Brian & Jones, 1995).
Daniel Puciato, Agnieszka Gawlik, Bolesław Goranczewski, Piotr Oleśniewicz, Barbara Woś, Soňa Jandová, Julita Markiewicz-Patkowska, Mariusz Sołtys
In general, hotel location involves selecting a speciﬁc country, region and settlement unit (commune or town), where a hotel enterprise could be located (Damborský & Wokoun, 2010; Godlewska, 2001). The location of tourist enterprises, such as hotels, is fundamental to the size of the tourist demand and thus affects the economic efﬁciency and proﬁtability of the hotel (Lado-Sestayo, Otero-González, & VivelBúa, 2014; Parte-Esteban & Alberca-Oliver, 2015; Puciato, 2016; Puciato & Dziedzic, 2016; Půlpánová & Simová, 2012; Simová, 2011; Simová & Zemanová, 2011; Sohrabi, Vanani, Tahmasebipur, & Fazli, 2012).
Marko Kukanja, Doris Gomezelj Omerzel, Boris Bukovec
In the highly competitive restaurant industry, satisfying guests should be the critical objective of all businesses that wish to prosper and encourage repeat purchases. However, ensuring proper quality in restaurants is limited by a number of industry-speciﬁc factors, including volatile demand, small businesses, intense competition, the wide range of food and beverage products offered, the inseparability of production and consumption, intangibility of services, labour-intensive production, the importance of employees’ attitude towards guests and many other factors that signiﬁcantly affect the level of overall service quality.