Relationship Marketing in Tourism: a SWOT Analysis of the Use of Communication Practices in Strategic Direction

Andressa Assunção de Rezende; Renato Czarnotta

DOI: 10.22167/2675-6528-202602661

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

Digital communication in the tourism sector has proven crucial for customer relationship and strategic assertiveness. The study evaluated the efficiency of digital communication practices in building customer relationships at a travel agency, considering its contribution to the assertiveness of strategic decisions. A qualitative-quantitative case study was conducted at a predominantly online travel agency that used Instagram, WhatsApp, and CRM as its main interaction channels. Data collection involved systematic observation of Instagram metrics, such as follower growth, interactions, and views, and qualitative feedback via Google Business and WhatsApp. The analysis of practices and audience behavior, along with the use of data, highlighted alignment between the actions developed and the customer profile, which contributed to purchase recurrence and strengthening the brand bond. A conversion rate of 76% and a retention rate of 61% of customers who repurchased were noted. Opportunities for improvement were also identified in structuring the customer journey, systematic data analysis, and aligning strategy planning and execution. It was concluded that the agency’s relationship marketing demonstrated efficiency in promoting proximity with the audience and personalized service. The definition of OKRs, structuring a complete relationship flow throughout the customer journey, and creating new value formats for loyal customers were suggested, aiming to enhance public trust and the assertiveness of strategic decisions.

Keywords: data analysis; consumer behavior; digital communication; customer experience.

1. Introduction

Tourism agencies play a crucial role in intermediating services and personalizing travel experiences. The sector has undergone significant transformations, especially after the pre-pandemic period. In early 2020, the Ministry of Tourism registered 31,170 regular agencies in Brazil, with 780 in Goiás and 406 in Goiânia. However, the impact of Covid-19 resulted in a contraction of approximately 9.3% in the number of agencies nationwide by 2025 (Turismo, 2020; Turismo, 2025).

In contrast to the national retraction, the state of Goiás demonstrated remarkable resilience, with growth exceeding 45%, reaching 1,138 agencies, while Goiânia expanded by 36.7%, totaling 555 agencies (Turismo, 2020; Turismo, 2025). This growth in the Goian capital is driven by the adaptation of business models and the strengthening of direct consumer relationships, highlighting the importance of innovative strategies in the post-pandemic scenario.

In this context, the present work has as its object of study a travel agency launched in May 2023, which operates predominantly online. The company bases its sales strategy and relationship building with the public on digital marketing and relationship marketing, offering services such as airline tickets, accommodation, travel insurance, promotion groups, and integrated packages.

Digital marketing has consolidated itself as an essential ally in building relationships and generating brand authority (Bezerra & Nogueira, 2019). This approach favors human connections, authentic narratives, and value creation through continuous interaction with the consumer (Middleton & Clarke, 2002). Aligned with these principles, relationship marketing prioritizes long-term bonds, satisfaction, and loyalty, fundamental elements for the sustainability of contemporary companies (Kotler, 2000).

Digital transformation has made the internet an indispensable tool in the production and consumption of tourist services (Arruda & Pimenta, 2005). Social media, in particular, function as strategic promotional tools, allowing destinations and companies to engage directly with their audiences (Kraus, 2018; Holm et al., 2017; Ruiz et al., 2018). This evolution of marketing, from Marketing 3.0 to Marketing 4.0, emphasizes the integration between traditional and digital, where social networks influence purchasing behavior (Kotler et al., 2012).

In Marketing 5.0, digital platforms reinforce their role in building bonds and engaging consumers, fulfilling social needs beyond in-person interaction (Kotler, 2021). Strategic communication, defined as a set of decisions to achieve long-term objectives (Duarte, 2020), is central to building lasting relationships, requiring an understanding of customer desires and behaviors to promote sales and brand loyalty (Oliveira et al., 2023).

The current scenario is characterized by increasingly informed, demanding consumers who are less loyal to brands, requiring personalized products and services in a highly competitive market (Altaf et al., 2019). In this context, customer retention through continuous relationship strategies becomes crucial for the survival and differentiation of companies (Gomes et al., 2023). Social media, such as Instagram and WhatsApp, are essential for disseminating information and strengthening the organizational image, allowing for direct and segmented communication (Brazil Panels, 2024; Chalegra, 2024).

Despite the growing adoption of digital and relationship marketing practices, there are still gaps in structuring the customer journey, in the systematic analysis of data, and in the alignment between planning and execution of strategies, which can compromise the assertiveness of decisions. Thus, the relevance of this study lies in the need to understand how the digital communication practices of an online travel agency contribute to building lasting relationships and to the assertiveness of strategic decisions in a dynamic and competitive market. Given the context, the present work aims to evaluate the efficiency of relationship marketing in communication practices, analyzing the assertiveness of strategic decisions that promote adherence between theory and practice.

2. Material and Methods

The present study was characterized as a research of an applied nature, seeking to offer solutions and promote changes in the observed situation, according to the classification by Vieira (2002). A quali-quantitative methodological approach was adopted, combining elements of both natures to provide a comprehensive and in-depth analysis of the investigated phenomena. This choice aimed to broaden the relevance of the study, allowing for the understanding of both subjective aspects and measurable data.

The research strategy employed was the case study, which allowed for a detailed investigation of a contemporary phenomenon in its real-world context. The empirical object was a predominantly online travel agency, launched in May 2023, operating in the capital of Goiás. The agency bases its operations on digital and relationship marketing, using Instagram, WhatsApp, and a Customer Relationship Management (CRM) system as its main channels for public interaction.

For data collection, systematic observation was employed as the main technique. In the quantitative scope, the agency’s Instagram metrics were monitored, including follower growth rate, interaction volume, and publication view counts. Complementarily, qualitative data collection involved analyzing information and “feedback” obtained through Google Business and WhatsApp interactions, providing insights into the consumer experience.

Additionally, data was extracted from the agency’s Customer Relationship Management (CRM) system. This system, used daily for budget creation and post-sales message delivery, provides a control panel with indicators on financial performance, customer behavior, and business operations. The indicators included budget status, the top ten client list, the number of budgets, revenue by category, and “big numbers” (amount received, amount paid, invoicing, profit, average ticket).

The period for collecting and analyzing Instagram metrics extended from January 1, 2026, to March 31, 2026. The data extracted from the CRM covered the period from September 1, 2025, to March 31, 2026. The agency also utilized Artificial Intelligence tools, such as GPT-5 and Flow, to assist in organizing ideas and optimizing the time dedicated to content production for Instagram “stories”.

The analysis of the collected data was descriptive and explanatory in nature, seeking to relate quantitative and qualitative elements to answer the research problem. This approach allowed for an understanding of the company’s digital positioning and the identification of improvement opportunities in building strategic relationships with the public. The SWOT analysis was adopted as a central instrument for strategic diagnosis, as proposed by Keller (2013), aiding in the evaluation of the agency’s internal and external environments.

Regarding digital channels, Instagram was used as the main means of attraction and engagement, with monthly content planning for the “feed” developed in partnership with a marketing agency. WhatsApp, in turn, functioned as the primary channel for service and conversion, managing the communication flow from the first contact to after-sales, including check-in reminders and in-trip support. The integration between Instagram and WhatsApp was carried out through redirection links.

The agency also used its institutional website to present its services and brand identity, incorporating calls to action (CTAs) that directed users directly to WhatsApp. The systematic collection of “feedbacks” via WhatsApp, after the completion of trips, was an established practice to monitor customer satisfaction and the quality of the experience offered, although without a structured flow of subsequent actions.

3. Results and Discussion

The evaluation of digital communication practices at the travel agency revealed a robust strategic structure, oriented towards building lasting customer relationships and assertive decision-making. The agency’s strategic vision, which aims to be recognized as a benchmark in Goiás for innovation and service excellence, is based on differentiation through personalization and humanized support. This approach, which prioritizes loyalty over competition for scale, aligns with the principles of relationship marketing, as advocated by Kotler (2000), who emphasizes long-term bonds and customer satisfaction. The predominantly online operation and active presence on social media are pillars of this vision, expanding reach and direct communication with the public.

The personalization of services, a central element of the strategic vision, is manifested in the elaboration of customized budgets for each traveler. Variables such as type of trip, flight schedules, baggage needs, accommodation location and category, in addition to the purpose of the trip, are considered to create memorable experiences. This flexibility and individualized attention represent a significant competitive advantage, meeting the growing demand for personalized experiences in the tourism sector. However, the absence of a physical space for in-person service may be perceived as a threat, limiting reach among audiences who still value closer interactions in the purchasing decision process, as observed in the SWOT analysis.

The agency’s strategic management is guided by a clear mission to transform each trip into a unique and accessible experience through personalized service. The values of excellence, innovation, personalization, transparency, and commitment permeate all operations, from initial contact to the structuring of offers and digital communication. This coherence between mission, vision, and values, as pointed out by Ferreira (2025) and Aaker (2010), is essential for strengthening brand identity and strategic direction. The agency demonstrates a strong capacity for adaptation, evidenced by performance analysis and readiness to adjust its strategies, such as changing the marketing agency, to continuously improve its results.

Despite the clarity in mission and values, the agency’s strategic planning still operates in a predominantly informal manner, relying on practical experience and immediate market demands. The absence of a structured process with well-established goals, defined indicators, and regular monitoring and measurement cycles, including the lack of definition for Objectives and Key Results (OKRs), limits the ability to measure strategic performance. This gap in formal planning may compromise the assertiveness of decisions in a competitive scenario that demands agility and precision in management, as highlighted by Bryson (2018) on the importance of coherence between long-term objectives and daily actions.

However, the agency uses a Customer Relationship Management (CRM) tool that provides a dashboard to monitor the company’s performance and customer behavior. This system offers indicators such as budget status (pending, quoted, approved, rejected), the top ten clients by revenue or profit, number of budgets per employee, revenue by category (airfare, accommodation, travel insurance, package), “Big Numbers” (amount received, amount paid, revenue, profit, average ticket), and expenses by category. Although the CRM is used daily for quotes and post-sales messages, the agency still lacks a defined workflow for the systematic analysis of the generated data, which prevents the generation of deeper insights for strategic direction.

The CRM tool also offers detailed reports on requests, approvals, rejections, origins and destinations, email and WhatsApp communication, goals, and user history. This wealth of structured data represents a significant strength for the agency, as it provides relevant information on financial performance and customer behavior. However, the underutilization of this data, without formal periodic analysis routines, constitutes a weakness that prevents the agency from fully leveraging the tool’s potential for more agile and precise decision-making, in line with the market’s growing demand for data-driven decisions.

The agency’s strategic marketing is primarily operationalized through Instagram and WhatsApp. Instagram acts as a channel for attraction, positioning, and engagement, with a monthly content plan for the “feed” developed in partnership with a marketing agency. WhatsApp, in turn, is central to conversion and direct relationship with leads and clients, covering the entire customer journey. The institutional website complements this strategy, offering credibility, consolidating brand identity, and directing the audience to WhatsApp through calls to action, demonstrating an effective integration of digital channels in the agency’s communication strategy.

Despite the consistency in Instagram “feed” publications, the marketing strategy presents a weakness in the use of “stories”, which are relevant formats for engagement and interaction, but are not strategically exploited. The growing appreciation for immediate and interactive content by users can turn this limitation into a threat, as the agency loses opportunities for connection with the public. The target audience analysis, however, is a strong point, with 96% of Instagram followers residing in Brazil, concentrated in Goiás, and 2% in Portugal, reflecting the partners’ operations in different locations and expanding the international reach of communication.

The predominant age profile of Instagram followers, between 25 and 44 years old, with a higher incidence in the 25 to 34 age group, indicates an economically active audience with greater financial autonomy and a propensity for consuming tourism services. The predominance of the female audience, representing 71% of followers, suggests that women play a significant role in the decision or influence of choosing leisure and tourism services. These demographic data are crucial for directing communication strategies and service offerings, allowing for more effective segmentation aligned with consumer behavior, as emphasized by Oliveira, Bitar, and Borges (2023) on the importance of understanding customers.

Data extracted from the CRM, referring to the budgets made between September 2025 and March 2026, show a concentration of origins in Goiânia and Brasília, with 22% of sales distributed among 35 different origins. Regarding destinations, national tourism predominates, with a highlight on Goiânia, and there is a punctual international presence in Lisbon and Buenos Aires. This diversity of origins and destinations reflects the agency’s ability to serve a broad audience, but also points to the need to optimize communication strategies for specific markets, leveraging the reach of social networks to attract new clients, according to the identified opportunities.

The agency uses Artificial Intelligence tools, such as GPT-5 and Flow, to assist in organizing ideas and optimizing the production of artwork for Instagram “stories”. However, the analysis of posts made in the first three months of 2026 revealed an irregularity in the execution of the strategy, with a higher concentration of publications in January and a lack of consistency in February and March. This gap in posting continuity, despite production capacity, represents a weakness that could compromise audience engagement and brand visibility, especially given the constant changes in Instagram algorithms that favor profiles with continuous presence.

WhatsApp consolidates itself as a central strategic tool, not only for customer service but for strengthening relationship actions. It functions as the main customer service channel, allowing real-time message exchange and covering the entire communication flow with clients and potential clients, from the first contact to post-sale. This centralization contributes to the continuity of interactions and relationship maintenance, which is fundamental for loyalty, as highlighted by Kotler and Keller (2018). The integration between Instagram and WhatsApp, through redirection links, facilitates the initiation of direct contact with the company, optimizing the customer journey.

The analysis of social media networks evidences the effectiveness in prioritizing posts in the “reels” format on Instagram, which present higher levels of visualization and interaction among both followers and non-followers, driven by the platform’s algorithm. “Stories” also play a relevant role for direct and informal reactions from followers. This agency’s ability to adapt to social media dynamics is a strength, but the limitation in extracting and analyzing deeper insights from Instagram metrics and the absence of operational indicators on WhatsApp are weaknesses that need to be overcome to ensure more strategic and efficient communication.

The agency’s relationship marketing is built upon the analysis of the audience’s interests and behaviors, utilizing CRM data, Instagram metrics, WhatsApp interactions, and post-trip feedback. This information gathering, even if inconsistent, allows for adjusting offers and communication to the audience’s expectations. Continuous contact strategies include birthday messages and promotion groups (free and VIP). The free group stimulates conversion, while the VIP Group, with paid access and exclusive promotions, acts as a hybrid tool for loyalty and monetization, offering early access to promotions and exclusive content, which strengthens the bond with the brand and encourages repurchases.

The operationalization of the relationship, however, occurs partially, with standardized messages for specific situations, but without structured automations for pre-service or a complete and integrated customer follow-up flow throughout the journey. The analysis of the conversion rate, from January to March 2026, showed a good rate, with 76% of budgets approved. Among the unconverted proposals, 38% of clients did not return contact and 26% opted for another quote from the agency itself. This data indicates the need to improve follow-up for leads that do not return, a weakness identified in the process.

Client retention is a strong point of the agency, with 61% of sales made to clients who had already purchased another service in the last twelve months, evidencing purchase recurrence. In after-sales, there is a systematic request for feedback via WhatsApp, demonstrating concern for the customer experience. Google Business reviews, with an average of 5.0 stars, reinforce the positive perception of helpfulness and efficiency. However, the lack of strategic actions based on collected feedback and the ineffectiveness of discount coupons for birthdays, which did not generate returns, point to the need to develop new value formats for loyal customers, making the benefits more attractive.

In summary, the research demonstrated that the travel agency’s relationship marketing is efficient in promoting proximity with the public and in personalized service, which is reflected in the high conversion and customer retention rate. The coherence between strategic vision and operation, combined with the use of digital channels such as Instagram and WhatsApp, and the use of CRM data, strengthens the effectiveness of actions and purchase recurrence. However, the agency faces challenges in formalizing strategic planning, systematically analyzing data, and structuring a complete customer journey flow, which, if improved, could further enhance public trust and the assertiveness of strategic decisions.

4. Conclusion

The present study evaluated the efficiency of relationship marketing in the communication practices of an online travel agency, seeking to analyze the assertiveness of strategic decisions. It was found that the agency’s relationship marketing demonstrated efficiency in promoting proximity with the public and in personalized service, which was reflected in a conversion rate of 76% and a customer retention rate of 61% for those who made repeat purchases. A coherence was observed between the company’s strategic vision and its operation, driven by the integrated use of digital channels such as Instagram and WhatsApp, and by the use of CRM data. This approach contributed to strengthening the bond with the brand and the recurrence of purchases, consolidating the effectiveness of digital communication actions in building lasting relationships.

However, opportunities for improvement were identified in the formalization of strategic planning, with the absence of OKRs and systematic data analysis routines, which limits the generation of deeper insights. The need to structure a complete customer journey flow, from pre-sales to post-sales, and to develop new value formats for loyal customers was also noted, as existing promotional actions, such as birthday coupons, did not generate the expected return. It is therefore suggested to define OKRs, implement automations for the relationship flow, and create more attractive benefits. It is also recommended to organize the planning and execution of Instagram “stories” and adopt tools to measure indicators on WhatsApp. Such improvements can increase public confidence and the assertiveness of strategic decisions, consolidating the agency’s market position.

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Article originating from the Final Course Work of the Specialization in Business Management of the MBA USP/Esalq

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