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Valid measurement scales for predicting the adoption of hoteliers’ customer‐centric orientation are in short supply. The present research develops and validates a new scale for a specific variable, i.e. Management Attitudes Towards Customer‐Centric Orientation (MATCCO). Furthermore, this research attempts to identify some broad determinants for a successful CRM system implementation and propose a research model depicting possible relationships among MATCCO, broad determinants and profit.

A structured questionnaire has been developed in order to accomplish the research objectives. Data were collected from 86 Greek luxury hotels. Accepted methodology was used to construct the measure, factor analysis to determine the CRM key success factors (KSFs) and Pearson correlation, ANOVA and discriminant analysis to test the proposed model. Additionally, qualitative research was conducted in two Greek luxury hotels.

A reliable and valid measure of MATCCO was constructed. Four CRM KSFs were identified. The research model was verified and proposed confirming relationships among MATCCO, CRM KSFs and company profit. Cases analysis showed that effective customer communication strategy, IT infrastructure and suitable organizational strategy are the KSFs of CRM implementation provided that hoteliers are positive toward customer‐centric orientation.

The results of this study are applicable to luxury hotels.

There is a necessity of checking the level of MATCCO before undertaking a CRM implementation project. Further, the results of this study highlight some crucial factors that influence successful CRM implementation in the hotel lodgings.

The main contribution of the paper is the construction of the multi‐item measure of hoteliers’ customer‐centric orientation.

This chapter aims to present the key issues and main aspects of risk management (RM), as they relate to tourism entrepreneurship, with a focus on the RM plan and the various strategies used in controlling risks.

Literature review was conducted and managerial issues and aspects regarding RM in tourism entrepreneurship were highlighted. These issues were illustrated by one example and two case studies from the business world.

This chapter suggests that every probable risk must have a pre-formulated plan to deal with its possible consequences. In the field of tourism entrepreneurship, the elimination of risk by putting safety measures in place is not simply achieved by taking precautions in a haphazard manner. Rather, these tasks require a proactive approach, an intricate and logical plan.

This chapter is explorative in nature, based on a literature review and case study analysis. It takes more entrepreneurial/practical than academic approach.

This chapter provides RM process as a generic framework for entrepreneurs/managers in the identification, analysis, assessment, treatment and monitoring of risk related to their business ventures. It also suggests the appropriate steps to follow to efficiently managing risks. Every tourism enterprise should have a strategy and an emergency/contingency plan to address risks.

This chapter outlines, in a comprehensive and practical way, a strategic approach to risk management for the tourism enterprises. It also highlights the importance and utility of planning and implementing of a suitable strategy to effectively address business-related risks.

The purpose of this paper is to examine the issues related to the promotion and marketing of olive oil, by the Greek company Minerva S.A. Thus, the product, its target market and competition are examined, a SWOT analysis is performed and the marketing mix is presented.

Since the aim of this study was to examine the marketing practices of the company Minerva S.A., the case study method was preferred because its fundamental characteristic is the “focus on a particular setting or event”.

The findings showed that the company offers high quality products in good prices and is a market leader. However, it faces severe competition. The company advertises its olive oil products and conducts intense promotional campaigns to promote them in the local market and abroad. Exports are a good opportunity to increase sales.

This paper is one of the few that have examined the promotion and marketing of olive oil worldwide and it is one of the very few that have examined such issues in the Greek market, where little research has taken place in this sector. Thus, it can give an important insight in the olive oil sector and become a useful tool for managers in this sector.