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Purpose The objective of this research is to identify and present factors that are essential to support a customer‐centred business model that is theoretically sound and can be used for practical application in the hospitality industry. Design/methodology/approach Extensive literature that links both nascent theory and practice forms the framework of this study. This study examines recent transformational changes in the industry and the global market and provides direction for practising managers and theoreticians. Findings This research presents a three‐phase strategic orientation plan that provides both theoretical and practical direction for the hospitality industry, so as to effectively reorient the hospitality firm into a customer‐centred business. Practical implications The ongoing challenges in the ever‐increasing competitive global market can be met by hospitality firms by adopting strategic directions proposed by the customer‐centred business model. This research provides a three‐step plan that can be used in any hospitality firm to reorient the organisation into a customer‐centred business. This research has identified factors that are essential to support hospitality firms to operate effectively within the new business model. Originality/value The three‐phase strategic orientation of the proposed business model is conceptually sound and contributes new knowledge to the present body of literature. It can also be used effectively in a practical setting. Hence this study provides a theoretical and practical contribution in terms of originality and value.
Jay Kandampully (Sat,) studied this question.