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Journal articles on the topic 'Social CRM'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 March 2023

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1

Yawised, Kritcha, and Peter Marshall. "Social CRM." International Journal of Virtual Communities and Social Networking 7, no. 1 (January 2015): 14–20. http://dx.doi.org/10.4018/ijvcsn.2015010102.

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Social customer relationship management (social CRM) is an emerging practice that utilises social media to engage with customers. In its most complete form, social CRM is a concept and a practice that integrates social media and social networking with traditional CRM technologies, processes and practices in order to bring about a superior engagement with customers including improved customer service, leading, hopefully, to improved revenues and profits for adopting businesses. This paper reviews the academic and practitioner literatures on social CRM, makes a broad comparison between the two literatures, and then, based on an assessment of the literature, specifies possible new research directions and opportunities. In terms of the findings, the literature review revealed that academic research in social CRM focused, unsurprisingly, on the theoretical notion of social CRM and on specifying the key processes for it, whereas the practitioner literature focused on how to respond to the challenges of social media and capitalise on the opportunities presented by such media.

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Alt, Rainer, and Olaf Reinhold. "Social-Customer-Relationship-Management (Social-CRM)." WIRTSCHAFTSINFORMATIK 54, no. 5 (September 6, 2012): 281–86. http://dx.doi.org/10.1007/s11576-012-0330-6.

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Alt, Rainer, and Olaf Reinhold. "Social Customer Relationship Management (Social CRM)." Business & Information Systems Engineering 4, no. 5 (September 6, 2012): 287–91. http://dx.doi.org/10.1007/s12599-012-0225-5.

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4

Bailey, Ainsworth Anthony. "Factors Promoting Social CRM." International Journal of Customer Relationship Marketing and Management 6, no. 3 (July 2015): 48–69. http://dx.doi.org/10.4018/ijcrmm.2015070104.

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The principal focus of this paper is the development of a conceptual model that incorporates personality variables and service provider-related social media characteristics to propose their impact on consumers' perceptions of the usefulness of social CRM and user satisfaction with a service provider's social CRM efforts, as well as the impact of these perceptions on subsequent intentions and behaviors such as intention to continue social engagement, social engagement with the brand, and electronic word-of-mouth generation. The model proposes positive and significant relationships among the personality variables and perceptions of usefulness and user satisfaction with a service provider's social CRM efforts. In addition, social media platform characteristics also have positive and significant on these variables, which in turn positively and significantly impact consumer social engagement and e-WOM generation. The conceptual model needs validation. Survey data can be obtained and SEM can be used to assess the proposed links in the model.

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Lehmkuhl, Tobias, Reinhard Jung, Torben Küpper, and Alexander Wieneke. "Zieldimensionen von Social CRM." Controlling 27, no. 7 (2015): 409–14. http://dx.doi.org/10.15358/0935-0381-2015-7-409.

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Jung, Reinhard, Christiane Lehrer, and Tobias Mirsch. "Erfolgsmessung von Social CRM." Controlling 28, no. 4-5 (2016): 235–40. http://dx.doi.org/10.15358/0935-0381-2016-4-5-235.

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Juwitasary, Hanny, Mohamad Noorman Marek, Norizan Anwar, Mohd Nasir Ismail, and Yohannes Kurniawan. "Social Media in Social CRM: Systematic literature review." Environment-Behaviour Proceedings Journal 7, SI10 (November 30, 2022): 59–65. http://dx.doi.org/10.21834/ebpj.v7isi10.4102.

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Social CRM has become a concept that changes traditional CRM into technological CRM that uses web 2.0 or social media to engage with the customer. SM usage growth is so rapid that companies compete to use social media as their marketing to improve engagement and services to their customers. This research aims to find the role of SM and factors that can measure the influence of SM in S-CRM. This study uses SLR to identify the parts of SM in the industry that implements social CRM and measurement that comes out of the TOE, TAM and IS success models. Keywords: social media, social CRM, systematic literature review eISSN: 2398-4287 © 2022. The Authors. Published for AMER ABRA cE-Bs by E-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under the responsibility of AMER (Association of Malaysian Environment-Behavior Researchers), ABRA (Association of Behavioral Researchers on Asians), and cE-Bs (Centre for Environment-Behavior Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.

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Faase, Robbert, Remko Helms, and Marco Spruit. "Web 2.0 in the CRM domain: defining social CRM." International Journal of Electronic Customer Relationship Management 5, no. 1 (2011): 1. http://dx.doi.org/10.1504/ijecrm.2011.039797.

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Greve, Goetz. "Social CRM – ganzheitliches Beziehungsmanagement mit Social Media." Marketing Review St. Gallen 28, no. 5 (October 2011): 16–21. http://dx.doi.org/10.1007/s11621-011-0058-5.

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Suhari, Yohanes, Kristophorus Hadiono, Arief Jananto, and Dwi Agus Diartono. "Social CRM Framework For University." International Journal of Computer Trends and Technology 69, no. 12 (December 25, 2021): 1–4. http://dx.doi.org/10.14445/22312803/ijctt-v69i12p101.

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Harrigan, Paul, and Morgan Miles. "From e-CRM to s-CRM. Critical factors underpinning the social CRM activities of SMEs." Small Enterprise Research 21, no. 1 (January 2014): 99–116. http://dx.doi.org/10.1080/13215906.2014.11082079.

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PAVICIC, JURICA, NIKSA ALFIREVIC, and KRESIMIR ZNIDAR. "CUSTOMER KNOWLEDGE MANAGEMENT: TOWARD SOCIAL CRM." International Journal of Management Cases 13, no. 3 (January 1, 2011): 203–9. http://dx.doi.org/10.5848/apbj.2011.00054.

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Woodcock, Neil, Andrew Green, and Michael Starkey. "Social CRM as a business strategy." Journal of Database Marketing & Customer Strategy Management 18, no. 1 (March 2011): 50–64. http://dx.doi.org/10.1057/dbm.2011.7.

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Sudolska, Agata. "Social CRM jako nowoczesna koncepcja biznesowa." Acta Universitatis Nicolai Copernici Zarządzanie 40 (February 21, 2014): 25. http://dx.doi.org/10.12775/aunc_zarz.2013.002.

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Beverungen, Daniel, Mathias Eggert, Matthias Voigt, and Michael Rosemann. "Augmenting Analytical CRM Strategies with Social BI." International Journal of Business Intelligence Research 4, no. 3 (July 2013): 32–49. http://dx.doi.org/10.4018/ijbir.2013070103.

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Large communities built around social media on the Internet offer an opportunity to augment analytical customer relationship management (CRM) strategies. The purpose of this paper is to provide direction to advance the conceptual design of business intelligence (BI) systems for implementing CRM strategies. After introducing social CRM and social BI as emerging fields of research, the authors match CRM strategies with a re-engineered conceptual data model of Facebook in order to illustrate the strategic value of these data. Subsequently, the authors design a multi-dimensional data model for social BI and demonstrate its applicability by designing management reports in a retail scenario. Building on the service blueprinting framework, the authors propose a structured research agenda for the emerging field of social BI.

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Kamboj, Shampy, Mayank Yadav, Zillur Rahman, and Praveen Goyal. "Impact of Social CRM Capabilities on Firm Performance." International Journal of Information Systems in the Service Sector 8, no. 4 (October 2016): 1–16. http://dx.doi.org/10.4018/ijisss.2016100101.

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The emergence of social media technologies have drastically changed the face of customer relationship management (CRM), hence firms are incorporating social media technologies in their existing CRM systems which has led to the evolution of social CRM. This article extends capability-based perspective of traditional CRM by integrating it with social media technologies and to assess empirically their significant impact on firm performance. It also examines the mediating role of co-created customer experience. The developed hypothesis and proposed model were tested through structural equation modeling (SEM). The results show that co-created customer experiences play a role of mediator between social CRM capabilities and performance outcomes. Sales/marketing centric technology resources significantly influence four dimensions and customer centric technology resources influence two dimensions of relational information processing capability. The findings also depict that there is an influence of Sales/marketing and customer centric technology resources on customer linking, market sensing and social CRM capabilities.

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Sigala, Marianna. "Implementing social customer relationship management." International Journal of Contemporary Hospitality Management 30, no. 7 (July 9, 2018): 2698–726. http://dx.doi.org/10.1108/ijchm-10-2015-0536.

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PurposeThis paper aims to debate the technology-driven transformation of customer relationship management (CRM) into social CRM, which entails a shift from a transactional and automational solution to a customer experience management philosophy, reflecting high levels of customer empowerment.Design/methodology/approachA literature review provides a critical analysis of the concept, tenets, aims and implementation approaches of social CRM. Arguments are summarised by developing a process-based framework for implementing social CRM.FindingsBy adopting a value co-creation approach that recognises the technology-fostered customer empowerment, the social CRM highlights the need to immigrate from relationship management to relationship stewardship. In this vein, social CRM implementation should support and foster dialogue facilitation and customer engagement in co-creating customer experiences. To achieve these, five approaches for implementing social CRM are proposed: collecting, analysing and interpreting customer insight; monitoring and improving the performance of CRM; developing holistic and seamless personalised customer experiences; gamifying CRM and loyalty programmes; and nurturing community relationship management.Research limitations/implicationsThe five approaches to social CRM implementation are identified and validated based on current industry practices, theoretical arguments and anecdotal evidence of professionals’ perceptions about their outcomes. Future research is required to collect hard evidence showing the business and customer impacts of these approaches.Practical implicationsSocial CRM immigrates relationship management from a transactional to a customer experience mindset that treats customers as co-creators of value and demands the tourism and hospitality firms to exploit the affordances of information and communication technologies to collect and analyse customer data for better understanding the customer; develop customer touch points that do not only aim to sell but also primarily aim to enhance the customer interactions and experiences; consider and treat the customers and the customer communities as co-creators, brand ambassadors and stewards of relations; and motivate and enable customer participation into value co-creation processes for developing customer experiences and building relationships.Originality/valueResearch in social CRM is emerging, but it mainly focusses on defining its scope and identifying the functionality and adoption of social CRM technology. The paper contributes to the literature by proposing five specific approaches and a process framework for implementing social CRM. Various directions for future research are also provided.

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Paliouras, Konstantinos, and Kerstin V. Siakas. "Social Customer Relationship Management: A Case Study." International Journal of Entrepreneurial Knowledge 5, no. 1 (June 1, 2017): 20–34. http://dx.doi.org/10.1515/ijek-2017-0002.

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Abstract Social Customer Relationships Management (CRM) is a current business trend providing new channels of two-way communication with customers through social media sites, such as Facebook, Twitter etc. Social CRM enables companies to interact in an easy and contemporary way directly with customers as well as to track customer interactions and their social influence. In this paper we examine the importance of CRM, e-CRM and Social CRM for businesses. We provide perspectives on objectives and types of CRM, the working cycle of CRM, the stages of a CRM Strategy and technology tools that are used in CRM. Social CRM is in particularly analyzed, since this new trend requires active engagement by customers and other stakeholders. The engagement process is essential to successful Social CRM and to successful social business practices. Finally, we describe experiences from three family businesses that introduced Social CRM as a result of a project carried out as an assignment in the ‘Social Media Networking’ module of the MSc course in ‘Web Intelligence’ at the Department of Informatics of Alexander Technological Educational Institute of Thessaloniki. The assignment of the groups was to create a Social CRM Strategy in collaboration with a company. This study is a follow-up of the outcome of the projects carried out in the autumn semester 2014 and 2015. The results show that all three companies consider that Social CRM is an excellent tool for obtaining real time valuable data about customers and a cheap way to reach them.

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Jalal, Abdullah Nabeel, Mahadi Bahari, and Arun Kumar Tarofder. "Transforming traditional CRM into social CRM: An empirical investigation in Iraqi healthcare industry." Heliyon 7, no. 5 (May 2021): e06913. http://dx.doi.org/10.1016/j.heliyon.2021.e06913.

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Al-Gasawneh, Jassim Ahmad, Khalid N. AlZubi, Nawras M. Nusairat, Abdullah Matar Al-Adamat, Marhana Mohamed Anuar, Ra’d Almestrihi, and Bader Ayed Al Qaied. "The interaction of social CRM between CRM performance and marketing performance in hotels." International Journal of Data and Network Science 5, no. 4 (2021): 745–56. http://dx.doi.org/10.5267/j.ijdns.2021.7.006.

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In recent times, there has been a significant decline in hotel occupancy rates, and this is primarily due to marketing performance. Hoteliers and the decision-makers are thus seeking new strategies to increase occupancy rates by enhancing marketing performance. The present work examined the relationship between customer relationship management performance and marketing performance by considering the moderating role of social customer relationship management on this relationship. In this work, both the “Resource-Based View Theory” and “Social Exchange Theory” were employed. Data from hotel managers in Jordan were collected, with 139 responses being collected and analyzed altogether. “Smart Partial Least Squares” were used for the analysis process, which showed that customer relationship management performance positively impacted marketing performance, and that Social customer relationship management also had a positive effect on marketing performance. Moreover, the relationship between customer relationship management performance and marketing performance is enhanced through social customer relationship management. These findings can be used by hoteliers to develop effective marketing strategies using new technology and communication tools.

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21

Choudhury, Musfiq Mannan, and Paul Harrigan. "CRM to social CRM: the integration of new technologies into customer relationship management." Journal of Strategic Marketing 22, no. 2 (January 31, 2014): 149–76. http://dx.doi.org/10.1080/0965254x.2013.876069.

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22

Hung, Wei-Hsi, I.-Cheng Chang, Yan Chen, and Ying-Li Ho. "Aligning 4C Strategy with Social Network Applications for CRM Performance." Journal of Global Information Management 27, no. 1 (January 2019): 93–110. http://dx.doi.org/10.4018/jgim.2019010105.

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This article describes how in recent years, enterprises have increasingly adopted social technologies to support customer relationship management (CRM) practices. To increase CRM performance, enterprises have had to develop appropriate social CRM strategies in emerging social network applications. This article investigates the alignment between social network applications and the “4C strategy” as a social CRM strategy in organizations. It intends to understand how alignment influences CRM performance. A total of 225 Taiwanese companies, which have adopted Facebook to interact with customers, were surveyed. According to the results, alignment between the 4C strategy and social network applications has a positive and significant impact on CRM performance. The results also suggest that organizations require a high-level integration of social network applications with the 4C strategy to achieve high CRM performance.

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Harrigan, Paul, Geoff Soutar, Musfiq Mannan Choudhury, and Michelle Lowe. "Modelling CRM in a social media age." Australasian Marketing Journal (AMJ) 23, no. 1 (February 2015): 27–37. http://dx.doi.org/10.1016/j.ausmj.2014.11.001.

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24

Thute, Charudatta. "Social media monitoring: paradigm shift in CRM." International Journal of Electronic Customer Relationship Management 7, no. 3/4 (2013): 231. http://dx.doi.org/10.1504/ijecrm.2013.060699.

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Heller Baird, Carolyn, and Gautam Parasnis. "From social media to Social CRM: reinventing the customer relationship." Strategy & Leadership 39, no. 6 (November 8, 2011): 27–34. http://dx.doi.org/10.1108/10878571111176600.

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Stewart, Margaret C., Maria Atilano, and Christa L. Arnold. "Improving Customer Relations with Social Listening." International Journal of Customer Relationship Marketing and Management 8, no. 1 (January 2017): 49–63. http://dx.doi.org/10.4018/ijcrmm.2017010104.

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Strategic social media plays a crucial role in contemporary customer relationship management (CRM); however, the best practices for social CRM are still being discovered and established. The ever-changing nature of social media challenges the ability to establish benchmarks; nonetheless, this article captures and shares actions, insights, and experiences of using social media for CRM. This case study examines how an academic library at a mid-size American university located in northeast Florida uses social media to engage in social listening and to enhance CRM. In particular, the social listening practices of this library are highlighted in relation to how they influence and potentially improve CRM. By exploring the practices of this single institution, attempts are made to better understand how academic libraries engage with customers using social media as a CRM tool and ideas for future research in the realm of social media and CRM practices are discussed.

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Roopchund, Randhir. "Exploring Social CRM for Development of SMEs in Mauritius." Journal of Enterprising Culture 27, no. 01 (March 2019): 93–109. http://dx.doi.org/10.1142/s0218495819500043.

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This paper explores different Customer Relationship Management (CRM) solutions that may be adopted by SMEs in Mauritius. The Mauritian government has the ambition of increasing the contribution of SMEs to the overall GDP of Mauritius from 40 to 65% by year 2025. CRM is about building and enhancing relationships so as to increase long term profitability of the company. The aim of the research is to consider different Social CRM strategies that may be adopted by SMEs to achieve the national exports strategy. This research shows that SMEs consider websites and social media marketing more important as compared to other digital tools. In addition, SMEs are careful about some negative aspects of social media marketing such as negative comments and lack of social metrics. However, most SMEs believe that Social CRM is of great importance for being successful. The research ontology that has been adopted is that the use of CRM may be of great use for SMEs to improve their overall marketing capability.

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Marolt, Marjeta, Andreja Pucihar, and Hans-Dieter Zimmermann. "Social CRM Adoption and its Impact on Performance Outcomes: a Literature Review." Organizacija 48, no. 4 (December 1, 2015): 260–71. http://dx.doi.org/10.1515/orga-2015-0022.

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Abstract Background and Purpose: Social customer relationship management (social CRM) is an emerging concept that integrates traditional CRM and social media in order to provide benefits for organizations and customers. Despite the benefits that social CRM can bring, many organizations are still at the early stage of adoption. To move beyond social marketing and to exploit opportunities offered by sales and customer service, organizations need to be aware of factors that drive social CRM adoption and different implications of social CRM adoption for performance outcomes. This paper aims to provide a review of scholarly literature on social CRM adoption with the focus on factors and performance outcomes. Design/Methodology/Approach: To provide a comprehensive view of social CRM adoption and its impact on performance outcomes, the publications of interest include scholarly journal papers from information systems and marketing disciplines and conference proceedings. Selected publications were reviewed, and findings classified into three categories: the extent of social CRM adoption, the factors influencing CRM adoption, and the impact of social CRM on performance outcomes. Results: It appears that several issues regarding social CRM adoption and its implications for performance outcomes as well as the actual use of social media in the context of CRM need additional empirical support. Conclusion: Our observations have confirmed that many researchers proposed social CRM models based on existing theories and concepts of traditional CRM. Nevertheless, some specifics of social media implications on CRM have been overlooked. The researchers therefore suggest further adjustment/extension of their models.

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Singh, Anurag. "Drive Customer Experience for Relationship Management through Actionable Social CRM." International Journal of Customer Relationship Marketing and Management 6, no. 4 (October 2015): 57–76. http://dx.doi.org/10.4018/ijcrmm.2015100104.

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Social CRM is gradually stirring into the conventional business strategies in spite of much hue and cry for unsecured process and stepping. Seeing people networked for the sustainable advantages of the companies, they are now being enabled by web 2.0 technologies. Web 2.0 technology is a hopeful breakthrough to modernize the CRM. In the process and implementation of the strategy, few of corporate giants have already jumped into the social CRM, and few are in the process of comprehension and the adoption. This paper aims to portray the process of social media in monitoring and fostering the relationship. The study talks about the detailed functioning of social CRM after having the investigation of the present famous social CRM process. Further an initiative is taken to explore the social CRM practices in Indian industries and to explain other functions of SCRM through cases, for capability building and healthy management.

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Lipiäinen, Heini Sisko Maarit. "CRM in the digital age: implementation of CRM in three contemporary B2B firms." Journal of Systems and Information Technology 17, no. 1 (March 9, 2015): 2–19. http://dx.doi.org/10.1108/jsit-06-2014-0044.

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Purpose – The purpose of this study was to contribute to the current discussion on digitization in companies’ marketing from a customer relationship management (CRM) perspective by examining the role and objectives of CRM and the exploitation of social media to serve the objectives of CRM in contemporary business-to-business (B2B) companies. Design/methodology/approach – The data are collected through semi-structured themed interviews with key marketing/sales managers from three B2B firms. Findings – CRM seems to be moving closer to the company’s core activity and becoming everybody’s business to a greater extent than ever before, but its main goal, to enhance customer relationships, will not necessarily change. Understanding the customer is vital and requires different functions to cooperate closely to ensure the firm has the best possible understanding of its customers. Public social media tools played almost no part in CRM, but closed social media systems might have potential in the future. Research limitations/implications – The chosen research approach limits the generalization of the results. Practical implications – It seems likely that firms will benefit from a collaborative working style over the traditional silo approaches. For B2B firms, public social media does not seems to be the most suitable source to serve CRM but private social media channels might have potential in the future. Originality/value – The lack of empirical examination of the change from company ecosystem to customer ecosystem from a CRM perspective, and the lack of research on social media for CRM in the B2B context, determines the purpose of this study. Furthermore, digitization is a rather new and unstructured phenomenon and many companies are still considering how to reconcile to it.

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Cheng, Colin CJ, and Eric C. Shiu. "How to enhance SMEs customer involvement using social media: The role of Social CRM." International Small Business Journal: Researching Entrepreneurship 37, no. 1 (May 31, 2018): 22–42. http://dx.doi.org/10.1177/0266242618774831.

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Despite increasing attention to the influence of customer involvement and social media in developing innovation in small- and medium-sized enterprises (SMEs), few studies have specifically investigated how to improve the effectiveness of social media–based customer involvement. Drawing on the knowledge-based view, social network and capability theories, we address this question by arguing that Social Customer Relation Management (CRM) enhances the effect of social media–based customer involvement upon innovation. Two key capabilities further enhance the moderating effect of Social CRM: social media network and customer information processing capabilities. The results from a longitudinal dataset of 317 SMEs indicate that SME customer involvement, enabled by Social CRM, social media network and customer information processing capabilities increases innovation. These findings have important implications for researchers and managers interested in enhancing the efficacy of SME customer involvement using social media.

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Perez-Vega, Rodrigo, Paul Hopkinson, Aishwarya Singhal, and Marcello M. Mariani. "From CRM to social CRM: A bibliometric review and research agenda for consumer research." Journal of Business Research 151 (November 2022): 1–16. http://dx.doi.org/10.1016/j.jbusres.2022.06.028.

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Chiaradia, Luiz Felipe Correa, Douglas Dyllon Jeronimo Macedo, and Moisés Lima Dutra. "Uma proposta de arquitetura de microsserviços aplicada em um sistema de CRM social." Encontros Bibli: revista eletrônica de biblioteconomia e ciência da informação 23, no. 53 (September 6, 2018): 147–59. http://dx.doi.org/10.5007/1518-2924.2018v23n53p147.

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A explosão informacional, impulsionada, principalmente, pelo uso massivo de serviços da Web 2.0 é vista como um desafio para as noções tradicionais do CRM, considerando-se que o consumidor passa a ter um papel ativo no relacionamento com a empresa. Neste contexto, surge o CRM Social que é construído a partir da integração das estratégias tradicionais da Gestão de Relacionamento com o Cliente com ferramentas capazes de recuperar, armazenar e analisar informações coletadas das redes sociais. Por meio de uma pesquisa qualitativa e aplicada, este artigo busca abordar os conceitos das áreas de gestão de relacionamento com o cliente, CRM Social e Web 2.0, enumerando as características e benefícios oferecidos. Baseando-se nestas definições, propõe uma arquitetura de microsserviços para um sistema de CRM Social, que, apesar de aplicável para o enquadramento em questão, deverá ser testada com o intuito de determinar se a mesma atende aos requisitos propostos, visando performance e acurácia nas análises.

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Yasiukovich, Siarhei, and Moutaz Haddara. "Social CRM in SMEs: A Systematic Literature Review." Procedia Computer Science 181 (2021): 535–44. http://dx.doi.org/10.1016/j.procs.2021.01.200.

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35

Yin, Lixi. "Social Media Monitoring (SMM) with CRM in Symantec." Open Journal of Business and Management 06, no. 02 (2018): 412–27. http://dx.doi.org/10.4236/ojbm.2018.62030.

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Menaka, P., K. Thangadurai, M. Uma, and M. Punithavalli. "Customer Satisfaction and Profit Enhancement through Social CRM." Research Journal of Applied Sciences, Engineering and Technology 8, no. 1 (July 5, 2014): 48–55. http://dx.doi.org/10.19026/rjaset.8.939.

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Kubina, Milan, and Viliam Lendel. "Successful Application of Social CRM in The Company." Procedia Economics and Finance 23 (2015): 1190–94. http://dx.doi.org/10.1016/s2212-5671(15)00487-6.

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Simkin, Lyndon, and Sally Dibb. "Social media's impact on market segmentation and CRM." Journal of Strategic Marketing 21, no. 5 (August 2013): 391–93. http://dx.doi.org/10.1080/0965254x.2013.801598.

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Mosadegh, Mohammad Javad, and Mehdi Behboudi. "USING SOCIAL NETWORK PARADIGM FOR DEVELOPING A CONCEPTUAL FRAMEWORK IN CRM." Australian Journal of Business and Management Research 01, no. 04 (November 17, 2011): 63–71. http://dx.doi.org/10.52283/nswrca.ajbmr.20110104a06.

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This study develops a conceptual framework for applying social networks in usual CRM models. Recent changing in customer relationship theme and putting new media and network-based paradigm into practice makes it imperative to find how social networks affect CRMs. Accordingly, this study explains the role of social networks in customer relationship management by using its analysis, tools and aspects of this concepts based on CRM models. We have provided a SCRM framework that is based on usual CRM models and incorporates Social networks and its tools, methods and analysis. The framework is combination of Social networks concept and traditional CRM concepts.

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Potra, Sabina, Monica Izvercian, and Serban Miclea. "Changes in CRM Approach." International Journal of Information Systems in the Service Sector 8, no. 1 (January 2016): 45–57. http://dx.doi.org/10.4018/ijisss.2016010104.

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Relationship marketing principles shifted with the emergence of the social Web. The firm-centric, traditional closed doors approach is no longer assuring the survival in a global market with demanding and informed customers. Customer touch points are replaced by an open mentality where customer experience and creative collaboration with prosumers has changed even CRM techniques. The present paper analyses the journey from traditional CRM, to social CRM and PoRM (Prosumer-oriented Relationship Management) in response to consumer creative engagement desires. Thus, four PoRM processes are conceptualized by taking into consideration the necessities for prosumer management: the creation of a community, creativity enablement for open innovation, knowledge management and communication channels. In the end general functional blocks with several patterns are presented for efficient services and innovative ideas. This research constitutes one of the first steps into the conceptualization and explanation of the PoRM theory with implications in the design of future relationship management technologies.

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Hakimi, Wafa Belkahla, and Amira Mehdi. "Testing the Impact of Social CRM on Firm Performance." International Journal of Customer Relationship Marketing and Management 11, no. 2 (April 2020): 71–85. http://dx.doi.org/10.4018/ijcrmm.2020040105.

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The present article proposes and validates a general model that studies the impact of social CRM on firm performance. The social media use is introduced as a moderating variable. Innovation performance and customer engagement are also introduced as mediating variables to make the model more integrative and comprehensive. For model validation purposes, a quantitative research was undertaken. An online survey was conducted. 195 responses were collected and a partial least squares analysis was used to test hypothesis and validate the research model. Results have shown mainly that social CRM has a positive direct impact on innovation performance and customer engagement. However, and surprisingly, customer engagement has shown no effect on the firm performance. In the same line, and contrary to our expectations, Social CRM did not show a causal and direct effect on firm performance; however, this effect was shown to be positively moderated by social media use. More details about the result evaluations are exposed in the core paper.

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Bhatti, Muhammad Azhar, Muhammad Farhan, Munawar Javed Ahmad, and Muhammad Naeem Sharif. "The Impact of Social CRM Capabilities and Customer Engagement on the Firm Performance: Mediating Role of Social Media Usage." Pakistan Journal of Humanities and Social Sciences 7, no. 3 (September 30, 2019): 313–24. http://dx.doi.org/10.52131/pjhss.2019.0703.0089.

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This research aims to analyze the impact of social customer relationship management (CRM) capabilities and customer engagement on the firm performance in the textile industry of Pakistan. Another purpose of the article is to examine the mediating role of social media usage on the nexus of social CRM capabilities, customer relationship management and firm performance. The customer relation officers of textile industry situated in the Punjab province of Pakistan are the respondents and data were gather by using questionnaires and PLS-SEM was employed for hypotheses testing. The findings revealed that social CRM capabilities and customer engagement have positive nexus with the firm performance while social media usage positively mediates the relationship among the social CRM capabilities, customer relationship management and firm performance. These findings provide the guidance to the regulations making authorities that they should enhance their emphasis on the CRM capabilities, employee engagement and social media usage that enhance the firm performance.

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Blumenfeld-Kosinski, Renate. "Miracles and Social Status in the Middle Ages." Cahiers de recherches médiévales et humanistes, no. 19 (June 30, 2010): 231–34. http://dx.doi.org/10.4000/crm.12008.

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Acker, Olaf, Florian Gröne, Fares Akkad, Florian Pötscher, and Rami Yazbek. "Social CRM: How companies can link into the social web of consumers." Journal of Direct, Data and Digital Marketing Practice 13, no. 1 (July 2011): 3–10. http://dx.doi.org/10.1057/dddmp.2011.17.

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Santoro, Gabriele, Stefano Bresciani, Bernardo Bertoldi, and Yipeng Liu. "Cause-related marketing, brand loyalty and corporate social responsibility." International Marketing Review 37, no. 4 (November 5, 2019): 773–91. http://dx.doi.org/10.1108/imr-11-2018-0310.

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Purpose The purpose of this paper is to investigate consumer’s attitude towards cause-related marketing (CRM). In detail, it aims to assess the relationship between CRM and consumer’s brand loyalty, and whether this relationship is moderated by consumer’s perception of corporate social behaviours. Moreover, the research looks for differences in the above relationship on two samples of consumers born and living in different countries and therefore with different cultural backgrounds. Design/methodology/approach The research adopts a quantitative methodology using a survey conducted among Italian and Japanese consumers. Ordinary least square regressions models are developed to test the hypotheses. Findings The findings of this paper indicate a positive relationship between the consumers’ perception of CRM and their brand loyalty perception, regardless the country of origin. Accordingly, the authors found a similar pattern of CRM perception among Italian and Japanese consumers. In addition, the authors found that CRM and the consumers’ perception of corporate social behaviours are not complementary, in the sense their joint effect does not affect consumer’s brand loyalty. Originality/value This is one of the first studies addressing the issue concerning the CRM perception of people with in different cultures. In this regard, this study suggests that CRM impacts on brand loyalty regardless the country of origin (Italy and Japan), and consumers’ characteristics such as age, gender, background. In addition, the study indicates that the perceived corporate social responsibility does not increase the effect of CRM on brand loyalty.

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CHIERICI, ROBERTO and GORDINI, NICOLO'. "Dal CRM al social CRM: uno strumento per incrementare le performance della relazione con il cliente." Sinergie Italian Journal of Management, no. 103 (2018): 107–28. http://dx.doi.org/10.7433/s103.2017.06.

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Dewanti, Retno, Ishak Ismail, and Malliga Marimutu. "The Effect of Hypermarkets’ Social Media Usage on Indonesian Customers’ Loyalty." Advanced Science Letters 21, no. 4 (April 1, 2015): 751–55. http://dx.doi.org/10.1166/asl.2015.5940.

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Most studies argue that the implementation of relationship like customer relationship management (CRM) may represent the difference between the success and failure of retailing organization. The purposes of this research is: (1) to test the new construct of CRM based on elements of social media related to the customer relationship, (2) to investigate the relationship between CRM and purchase intention, (3) to investigate the relationship between purchase intention and customer loyalty, (4) to examine the effect of purchase intention as a mediating role between CRM and customer loyalty, (5) to examine psychological distance as the moderating role between CRM and purchase intention. The conceptual focus of CRM model is to see the effectiveness of using social media to create purchase intention and their impact on customer loyalty. This research used SEM analysis with Smart PLS 2.0 version to test the validity and reliability of the data. The data sample is collected from Twitter and Facebook users. The results indicated that the CRM has a positive influence on purchase intention. On the other hand, purchase intention has a positive effect on customer loyalty and at the same time, it played a mediating role between CRM and customer loyalty. Psychological distance was moderated by CRM and purchase intention. The four hypotheses are supported. The limitation of this research is that it is only confined to Twitter and Facebook users that usually go to hypermarkets in five biggest malls in Jakarta.

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Al-Omoush, Khaled Saleh, Virginia Simón-Moya, Mohammad Atwah Al-ma'aitah, and Javier Sendra-García. "The determinants of social CRM entrepreneurship: An institutional perspective." Journal of Business Research 132 (August 2021): 21–31. http://dx.doi.org/10.1016/j.jbusres.2021.04.017.

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Tiwari, Ayush, and Madhvendra Misra. "Analysis of operative factors and practices in social CRM." International Journal of Digital Enterprise Technology 1, no. 1/2 (2018): 135. http://dx.doi.org/10.1504/ijdet.2018.092639.

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Tiwari, Ayush, and Madhvendra Misra. "Analysis of operative factors and practices in social CRM." International Journal of Digital Enterprise Technology 1, no. 1/2 (2018): 135. http://dx.doi.org/10.1504/ijdet.2018.10013751.

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