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                <text>The adoption and use of social media is influenced in part by the prevailing political environment. The use of social media in Africa is fraught with some challenges due to the lack of political will, and sometimes opposition from some government institutions. The chapter provides the reasons why social media is viewed as anti-democratic within the African socioeconomic context. Some of the toxic factors have been found to include the promotion of misinformation, fake news, hate speech, and voter manipulation. The chapter also provides some examples of social media ban in Africa supervised by governments that perceive the technology as destructive. This chapter as well advocates for the promotion of social media because of its democracy-deepening function and concludes that social media must be promoted to develop democracy on the African continent</text>
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                <text>Customer service management is one of the key pillars of today’s business environment. Businesses operating in sub-Saharan Africa and other frontier markets have begun to embrace the concept of customer service management, with many incorporating the notion into their mission statements–with many forward-thinking companies transitioning from a transactional to a more strategic view of the customer. As customers have evolved and transformed from" passive audiences" to" active players" businesses are moving away from" the old industry model that sees value as created from goods and services to a new model where value is created by experiences". Today, businesses and customers create value through customised, co-produced offerings. This co-creation of value helps firms highlight the customer’s or consumer’s point of view and improve the front-end process of identifying customers’ needs. Given the increasing recognition of the customer as a co-creator of value, perceptions of customer service quality during COVID-19 and afterwards matter to businesses in Africa looking to thrive in a new post-COVID era since customers increasingly face several choices in the bid to access consumer products and services. This book consists of seven chapters beginning with an overview detailing the importance of customer service matters to Africa’s development and ending with a discussion of the future directions for enhanced customer service delivery in Africa. Each chapter in this book includes actual customer service and delivery practices from various countries on the African continent, including Egypt, Ghana, and South Africa, and …</text>
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                <text>Hospitality and Tourism Marketing: Building Customer Driven Hospitality and Tourism Organizations is an absolutely crucial book in light of the world post COVID-19. Following the pandemic, big hotel chains like the Accor Group and Marriot closed outlets, but post COVID-19, the global hospitality and tourism sector is bouncing back. In bouncing back though, the pandemic brought to the fore the absolute need for high levels of customer centricity in a world that was gripped by fear. This new Hospitality and Tourism (H&amp;T) Marketing book takes a customer-oriented approach to discussing marketing discipline in the global H&amp;T sector. With chapters spanning topics like service characteristics of hospitality and tourism marketing, people management strategies for service businesses, consumer behaviour, designing and building brands, electronic marketing, internet marketing, database marketing, and direct marketing and relationship marketing, this book has the right balance of technology and consumer-oriented topics to provide the right balance for tourism marketing practitioners post pandemic.</text>
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                <text>Hospitality and Tourism Marketing: Building Customer Driven Hospitality and Tourism Organizations is an absolutely crucial book in light of the world post COVID-19. Following the pandemic, big hotel chains like the Accor Group and Marriot closed outlets, but post COVID-19, the global hospitality and tourism sector is bouncing back. In bouncing back though, the pandemic brought to the fore the absolute need for high levels of customer centricity in a world that was gripped by fear. This new Hospitality and Tourism (H&amp;T) Marketing book takes a customer-oriented approach to discussing marketing discipline in the global H&amp;T sector. With chapters spanning topics like service characteristics of hospitality and tourism marketing, people management strategies for service businesses, consumer behaviour, designing and building brands, electronic marketing, internet marketing, database marketing, and direct marketing and relationship marketing, this book has the right balance of technology and consumer-oriented topics to provide the right balance for tourism marketing practitioners post pandemic.</text>
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                <text>Strategic marketing of higher education encompasses the efforts made by tertiary or higher education&#13;
institutions to develop a better understanding of the needs of their prospective customers in order to design&#13;
products and services to meet and exceed these needs. These marketing activities of tertiary institutions should&#13;
usually be carried out through the execution of purposeful conversations with all the university brand&#13;
stakeholders, and this is the function of brand marketing communications. Brand marketing communications&#13;
seeks to integrate multiple consumer contact points that occur through the purchase of commercial messages in&#13;
paid, earned, and owned media to deliver persuasive and impactful statements about higher education brands.&#13;
Persuasive brand communications is a critical pillar in the successful marketing efforts of universities&#13;
worldwide, and this new edited book focuses on marketing and brand communication issues from an African&#13;
perspective. This chapter introduces the coverage and contents of the book, highlighting the different themes&#13;
and chapters.</text>
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                <text>Re-engaging with Europe and the Commonwealth in a Post-Brexit Era</text>
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                <text>n this chapter, the discussion revolves around Africa’s engagement with the new Europe in a post-Brexit era – which, like AfCFTA, also became effective on 1 January 2021. The chapter discusses, on a broader level, Europe–Africa relations in the creative industries. Specific examples are drawn from the Commonwealth Agenda, and the France/German/Dutch relations at both the public and private spheres.</text>
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