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Alinhamento estratégico entre o Revenue Management e o marketing relacional na hotelaria: o papel do valor percebido e da satisfação na lealdade do cliente
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Resumo(s)
O setor hoteleiro enfrenta o desafio estratégico de equilibrar a otimização de receitas a
curto prazo, característica do Revenue Management, com a criação de relações
sustentáveis com os clientes, objetivo central do Marketing Relacional. Esta investigação
analisa o alinhamento estratégico entre estas duas abordagens, avaliando o papel da
Qualidade do Serviço, Justiça de Preço, Valor Percebido e Satisfação na formação da
Lealdade do Cliente. Para o efeito, adotou-se uma metodologia de métodos mistos com
desenho convergente. A componente quantitativa baseou-se num questionário aplicado a
224 hóspedes de unidades hoteleiras em Portugal, analisado através de Modelação de
Equações Estruturais (PLS-SEM), enquanto a componente qualitativa consistiu na análise
de conteúdo de 17 entrevistas semiestruturadas a diretores e gestores hoteleiros. Os
resultados quantitativos revelam que o Valor Percebido não apresenta um efeito direto
estatisticamente significativo na Lealdade do Cliente, sendo a sua relação mediada pela
Satisfação. A Qualidade do Serviço e a Justiça de Preço surgem como os principais
antecedentes do Valor Percebido. Os resultados qualitativos demonstram que, apesar da
valorização do Customer Lifetime Value (CLV), as decisões de gestão continuam
fortemente condicionadas por métricas financeiras imediatas e por estruturas
organizacionais fragmentadas (trabalho em silos). A triangulação dos resultados sugere
que a integração efetiva entre Revenue Management e Marketing Relacional exige uma
combinação entre recomendações algorítmicas e o julgamento humano contextual das
equipas hoteleiras. Com base nestes resultados, propõe-se como contributo prático um
Modelo Orientador assente na lógica Human-in-the-Loop (HITL), estruturado em cinco
camadas de integração de dados, métricas e processos. Conclui-se que o alinhamento
estratégico não depende apenas da maximização da receita, mas da integração sustentável
entre as decisões de preço, a perceção de justiça e a experiência global do cliente.
The hospitality sector faces the strategic challenge of balancing short-term revenue optimization, characteristic of Revenue Management, with the creation of sustainable customer relationships, the central goal of Relationship Marketing. This research analyzes the strategic alignment between these two approaches, evaluating the role of Service Quality, Price Fairness, Perceived Value, and Satisfaction in the formation of Customer Loyalty. For this purpose, a mixed-methods methodology with a convergent design was adopted. The quantitative component was based on a survey administered to 224 guests of hotels in Portugal, analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), while the qualitative component consisted of the content analysis of 17 semistructured interviews with hotel directors and managers. Quantitative results reveal that Perceived Value does not present a statistically significant direct effect on Customer Loyalty, with its relationship being mediated by Satisfaction. Service Quality and Price Fairness emerge as the main antecedents of Perceived Value. Qualitative results demonstrate that, despite the appreciation for Customer Lifetime Value (CLV), management decisions remain heavily constrained by immediate financial metrics and fragmented organizational structures (silos). The triangulation of results suggests that the effective integration of Revenue Management and Relationship Marketing requires a combination of algorithmic recommendations and the contextual human judgment of hotel teams. Based on these findings, a Guiding Model based on the Human-in-the-Loop (HITL) logic is proposed as a practical contribution, structured across five layers of data, metrics, and process integration. It is concluded that strategic alignment does not rely solely on revenue maximization, but on the sustainable integration between pricing decisions, perceived fairness, and the overall customer experience.
The hospitality sector faces the strategic challenge of balancing short-term revenue optimization, characteristic of Revenue Management, with the creation of sustainable customer relationships, the central goal of Relationship Marketing. This research analyzes the strategic alignment between these two approaches, evaluating the role of Service Quality, Price Fairness, Perceived Value, and Satisfaction in the formation of Customer Loyalty. For this purpose, a mixed-methods methodology with a convergent design was adopted. The quantitative component was based on a survey administered to 224 guests of hotels in Portugal, analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), while the qualitative component consisted of the content analysis of 17 semistructured interviews with hotel directors and managers. Quantitative results reveal that Perceived Value does not present a statistically significant direct effect on Customer Loyalty, with its relationship being mediated by Satisfaction. Service Quality and Price Fairness emerge as the main antecedents of Perceived Value. Qualitative results demonstrate that, despite the appreciation for Customer Lifetime Value (CLV), management decisions remain heavily constrained by immediate financial metrics and fragmented organizational structures (silos). The triangulation of results suggests that the effective integration of Revenue Management and Relationship Marketing requires a combination of algorithmic recommendations and the contextual human judgment of hotel teams. Based on these findings, a Guiding Model based on the Human-in-the-Loop (HITL) logic is proposed as a practical contribution, structured across five layers of data, metrics, and process integration. It is concluded that strategic alignment does not rely solely on revenue maximization, but on the sustainable integration between pricing decisions, perceived fairness, and the overall customer experience.
Descrição
Palavras-chave
Revenue Management Marketing Relacional Hotelaria Lealdade do Cliente Satisfação do Cliente Revenue Management Relationship Marketing Hospitality Customer Loyalty Customer Satisfaction