Relevant bibliographies by topics / Social customer relationship management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Social customer relationship management'

Author: Grafiati
Published: 4 June 2021
Last updated: 27 April 2022

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Journal articles on the topic "Social customer relationship management"

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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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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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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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Dewnarain, Senika, Haywantee Ramkissoon, and Felix Mavondo. "Social customer relationship management: a customer perspective." Journal of Hospitality Marketing & Management 30, no. 6 (April 13, 2021): 673–98. http://dx.doi.org/10.1080/19368623.2021.1884162.

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Preckel, Alexander, and Peter Weber. "Social Customer Relationship Management (SCRM)." Business + Innovation 2, no. 3 (March 2011): 45–53. http://dx.doi.org/10.1365/s35789-011-0027-y.

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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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YÜCEL, Nurcan. "THE CUSTOMER RELATIONSHIP MANAGEMENT IN THE A NEW UNDERSTANDING: SOCIAL CUSTOMER RELATIONSHIP MANAGEMENT." Journal of Academic Social Science Studies Volume 6 Issue 1, no. 6 (2013): 1641–56. http://dx.doi.org/10.9761/jasss_338.

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Baird, Carolyn, and Gautam Parasnis. "From social media to social customer relationship management." IEEE Engineering Management Review 41, no. 3 (2013): 48–55. http://dx.doi.org/10.1109/emr.2013.6596548.

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Heller Baird, Carolyn, and Gautam Parasnis. "From social media to social customer relationship management." Strategy & Leadership 39, no. 5 (September 6, 2011): 30–37. http://dx.doi.org/10.1108/10878571111161507.

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Wibowo, Ardy, Shih-Chih Chen, Uraiporn Wiangin, Yin Ma, and Athapol Ruangkanjanases. "Customer Behavior as an Outcome of Social Media Marketing: The Role of Social Media Marketing Activity and Customer Experience." Sustainability 13, no. 1 (December 28, 2020): 189. http://dx.doi.org/10.3390/su13010189.

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Social media has been playing an important role in marketing strategy. As a part of social media, social networking sites (SNS) can be utilized by enterprises to create direct communication and good relationships with their customers. Therefore, enterprises using SNS have to select the right marketing content to enhance strong customer relationships, which lead to their behavior generating sustainable performance for enterprises. This research considered social media marketing activity (SMMA) and Customer Experience (CX) to measure the customer’s relationship quality, which can impact customer behavioral outcomes, which are purchase intention, loyalty intention, and participation intention. The 413 online questionnaire surveys were measured and analyzed using SmartPLS 3. The results show that SMMA and CX have a significant influence on the customer relationship quality, which also leads to a positive impact on customer behavioral outcomes. This research guides enterprises that SNS’s marketing content has to follow SMMA and CX dimensions to achieve the marketing objective and generate sustainable performance for enterprises.
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Dissertations / Theses on the topic "Social customer relationship management"

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Esteves, Paulo Sérgio Filipe Mena. "Social CRM adoption in a higher education institution." Master's thesis, Instituto Superior de Economia e Gestão, 2012. http://hdl.handle.net/10400.5/10395.

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Mestrado em Gestão de Sistemas de Informação
Neste estudo foi adoptada a definição proposta por Choy, et al. (2003) e Shaw (1999) onde o Customer Relationship Management é definido como o processo pelo qual uma empresa envereda por uma estratégia de procura de maximização da informação sobre os seus clientes num esforço para aumentar a sua lealdade e pronlogar a relação comercial. A Web 2.0 é o termo geralmente usado para descrever a chamada segunda geração da World Wide Web e está intimamente relacionado com o fenómeno da interacção e partilha de informação online (Barsky & Purdon, 2006). Com a evolução das tecnologias e da Web 2.0 começaram a haver mudanças no comportamento dos consumidores e na sua adopção a estas novas tecnologias tais como redes sociais, foruns, wikis, blogs, entre outros, tendo a Internet como base. Isto é importante, pois permite ás empresas juntar os seus dados sociais, ás informações já existentes nos seus sistemas de CRM, a isto chama-se CRM Social. Define-se como uma filosofia e uma estratégia de negócio, suportada por uma plataforma tecnológica, regras de negócio e caracteristicas sociais, desenhada de forma a empreender conversas colaborativas com os seus clientes (Greenberg, 2010). Neste estudo discute-se a adopção de uma instituição de ensino superior ao CRM Social. Para desenvolver este estudo foi efectuado um método de case study para perceber quais os grandes objectivos inerentes à sua adopção, e se estão de acordo com o estudado por (Greenberg, 2010).
In this study, we adopted the definition proposed by Choy, et al (2003) and Shaw (1999) where Customer Relationship Management is defined has the process which a company decides to invest in a strategy to maximize the information search about their customers in order to increase customer loyalty and to prolong their commercial relationship. Web 2.0 is the term generally used to describe the second generation from the World Wide Web and it is related to the phenomenon of interacting and sharing information online (Barsky & Purdon, 2006). With the evolution of technologies and the Web 2.0, there were changes in customer behavior and people?s adoption to these new technologies, such as social networks, forums, wikis, blogs and others having the internet as its base. This is important for companies to understand in order to add their social information to their CRM information, this is called Social CRM. It is defined as a philosophy and a business strategy, supported by technology platform, business rules, processes and social characteristics, designed to engage customers in collaborative conversations (Greenberg, 2010). This study discusses the adoption of a higher education institution to Social CRM. To develop this study, a case study method was adopted to investigate what were the main objectives behind this adoption and if they are aligned with the definitions studied by (Greenberg, 2010).
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Gonçalves, Paulo Jorge de Almeida. "Ambidexterity in the context of social Customer Relationship Management." Doctoral thesis, Instituto Superior de Economia e Gestão, 2020. http://hdl.handle.net/10400.5/20608.

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Doutoramento em Gestão
Os sítios de redes sociais e os media sociais fazem parte das vidas diárias de mais da metade da população do planeta e fornecem às organizações uma fonte inesgotável de dados sobre as preferências, padrões e tendências sociais dos consumidores. Foi identificada uma lacuna de investigação que revela a oportunidade de explorar ainda mais as contribuições do customer relationship management (CRM) social para a ambidextria. Este estudo aborda o uso do CRM social como uma ferramenta para alcançar a ambidextria, seguindo uma abordagem ao CRM social baseada em pessoas, processos e tecnologia e apoiada pela teoria da Exploration-Exploitation (Ex-Ex) e pela teoria da ambidextria. O estudo utiliza um desenho multi-método qualitativo, com um estudo de caso múltiplo considerando dois casos e realizando uma análise comparativa qualitativa (usando fuzzy set Qualitative Comparative Analysis). Os dados primários foram obtidos através de entrevistas a informadores-chave de empresas fornecedoras de soluções de software e serviços de consultoria relacionados com os media sociais, e também a empresas clientes oriundas de diversos sectores. Os resultados do estudo mostram a dificuldade em alcançar a ambidextria e permitem a identificação de dois fatores-chave para o seu alcance – um baixo nível de adopção de plataformas de media sociais e uma pequena ou média dimensão da empresa. Do ponto de vista académico, as principais contribuições relacionam-se com a identificação das configurações de condições para que uma organização atinja a ambidextria. Além disso, os resultados mostram as restrições relacionadas com o alcance da ambidextria por organizações com presença nos media sociais aliada a uma estratégia de CRM social. Numa perspectiva de gestão, o estudo propõe um conjunto de acções para superar as limitações identificadas e o enquadramento de tais acções por forma a garantir um percurso relevante para a conquista da ambidextria.
Social networking sites (SNSs) and social media (SM) are part of the daily lives of more than half the population of the planet and they provide organizations with an inexhaustible source of data about consumer preferences, patterns, and social trends. A research gap was found that uncovers the opportunity to further explore the contributions of social customer relationship management (SCRM) to ambidexterity. This study addresses the use of SCRM as a tool to achieve ambidexterity, with an approach to SCRM based in people, processes and technology and supported by the theory of Exploration-Exploitation (Ex-Ex) and the theory of ambidexterity. The study uses a qualitative multi-method design, with a multiple-case study comprising two cases and performing a qualitative comparative analysis (using fuzzy set Qualitative Comparative Analysis). Primary data was obtained through interviews with key informants from companies providing software solutions and consultancy services related to SM, and also from clients originating from various companies in several industries. The results of the study show the difficulty in achieving ambidexterity and allow the identification of two key factors for its achievement – a low level of adoption of social media platforms and a small or medium size dimension for the company. From an academic point of view, the main contributions are related with the identification of the configurations conditions for an organization to achieve ambidexterity. Beside that, the results show the constraints related to the pursuit of ambidexterity by organizations with a presence in SM allied to a SCRM strategy. From a managerial point of view, the study proposes a set of actions to overcome the constraints identified and to frame such actions to ensure a significant path to the achievement of ambidexterity.
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Elfving, Jarl, and Karl Lemoine. "Exploring the concept of Customer Relationship Management: emphasizing social." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-176486.

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Today the amount of data available is huge and the growth is even vaster. Data containing all sorts of information is easy to acquire and available for all who seeks it. The age of Information Technology has produced many potent techniques to collect and compile data; however the next decennia may produce technologies that better help us understand how to transform this data into action. This paper seeks to analyze and explain the importance for firms to use a Customer Relationship Management system that combines all consumer information available. The authors argue that combining consumer information with increased analytical capabilities could increase the number of decisions based on rationality. Firms need to increase internal cooperation between departments, and put an end to departments working as separate units.
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Sá, Gonçalo Miguel Ruivo de. "O que pretendem os clientes das marcas/empresas nos social network sites como auxilio para o social customer relationship customer relationship management." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12742.

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Mestrado em Marketing
O cliente dos dias de hoje é cada vez mais virtual, deixou de ter uma atitude passiva perante as marcas que consome, procurando a criação de um envolvimento e relacionamento com as mesmas. Esta mudança de paradigma introduz-nos o Social Customer Relationship Management (SCRM) que se apresenta como uma estratégia de Customer Relationship Management (CRM), que se encontra muito focada na criação de envolvimento com o cliente na Web 2.0, nomeadamente, nos Social Networks Sites (SNSs). A presente dissertação pretende averiguar no contexto português, o que procuram os clientes quando se conectam a uma marca/empresa nos SNSs, perceber as implicações do género, faixa etária e das diferentes plataformas nos objetivos pretendidos, assim como averiguar se a Web 2.0 e os SNSs, permitem ao cliente interagir, envolver-se e criar uma relação com a marca. A investigação assume assim uma abordagem quantitativa com recurso a uma amostragem não probabilística por conveniência, tendo sido utilizados para análise 262 questionários, de onde foi possível concluir que os principais objetivos dos clientes são obter informações gerais, apoiar a marca e ver testemunhos e experiências de outros clientes. Adicionalmente foi possível observar que os objetivos não diferem de acordo com a faixa etária do cliente, contudo, verificou-se que dependendo do SNS onde a marca/empresa está inserida, os objetivos de interação com esta diferem. Este estudo é trona-se assim num contributo importante na área do SCRM, do ponto de vista teórico e de gestão, na medida em que confere um conjunto de insights importantes sobre o tema.
Nowadays, the customer is an increasingly virtual customer, who no longer has a passive attitude towards the brands, they want connect, relates and engage with them. This change of paradigm introduces us the Social Customer Relationship Management (SCRM), presents itself as a customer relationship management (CRM) strategy which is focused on creating customer engagement in Web 2.0, more specifically in Social Networks Sites (SNSs). In this way, this research intends to investigate in the Portuguese context, what costumer want when they connect to a brand/company on SNSs, understanding the implications of gender, age, and different platforms in the intended goals, as well as find out whether the Web 2.0 and SNSs are spaces that allow the customer to interact, engage and build relationship whit the brand. The investigation assumes a quantitative approach through a non-probability sampling by convenience, it has been used to analyze 262 questionnaires, where it was concluded that the main customers goals, are get general information, support the brand and see witnesses and experiences of other customers. Additionally it was observed that the goals, do not differ according to the age of the customer, however it was found that depending the SNS where the brand/company is present, the interaction objectives change. The conclusions of the present study are a contribution to the existing theory in this area of SCRM and for the managers who use this strategy, giving them a number of important insights for defining the same.
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Nabseth, Marie, and Brink Andrea Celing. "Customer Relationship Management : En studie om organisatoriska framgångsfaktorer och hinder vid en implementation av ett Customer Relationship Management." Thesis, Uppsala universitet, Institutionen för informatik och media, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-356372.

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Customer Relationship Management (förkortas CRM) är en affärsstrategi som möjliggörs med hjälp av teknologi och används av företag för att registrera samt hantera data och interaktioner med sina dåvarande, nuvarande och potentiella kunder. Att implementera ett CRM-system kräver ofta mycket engagemang och jobb. På grund av den stora omfattningen finns det utrymme för att saker kan gå fel. Studien avser att undersöka vilka organisationella framgångsfaktorer och hinder det finns när ett företag implementerar ett nytt CRM-system i sin organisation. Studien är en förklarande fallstudie som undersöker flera fall av CRM- implementationer med syfte att ställa dem mot varandra för en jämförelse. Empirin som studien bygger på har samlats in via flera intervjuer. Studien resulterar i ett antal definierade organisationella framgångsfaktorer och hinder som kan hjälpa både företag som implementerar ett CRM-system samt CRM-leverantör att utföra en lyckad implementation. Slutsatsen är därav att det finns ett flertal faktorer som påverkar resultatet av en CRM- implementation.
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Saqib, Muhammad. "Social media marketing : Acquiring customer loyalty and relationship management using social media as a marketing channel." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31811.

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Abstract Social media is a marketing phenomenon that is growing very fast. Social media helps creating value for customers in broadcasting the advertising among social networks. Blog posts, videos, pictures, reviews and ratings all have a significant impact on marketing. The purpose of the thesis is to investigate how companies can achieve customer loyalty and customer relationship management using social media marketing and if companies can target new customers by social media. An inductive research approach was used in the study. Semi-structured interviews were performed with interviewees from two companies. A survey questionnaire was answered by 100 social media users which were also customers of the companies. The findings show that there are certain constraints in social media such as risk of user information security when their information can be shared with the companies so that companies can do better marketing research. Word of mouth is spread on social media where new customers are targeted. Social media is providing new channels for support, advertisement and acting as a news feed tool to keep customers up to date about recent events and news. The company stated that no extra resources were required to market on social media.
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Andresen, Philip. "Acquiring customers through Social Customer Relationship Management : An explorative case study within the telecom industry." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64521.

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Social media is a rapidly rising phenomenon, providing new opportunities for consumers and businesses to communicate and share information. The development of social media has allowed for customer relationship management (CRM) to extend its area of use, coining the now common concept social CRM. Social CRM allows for new levels of interactivity between companies and consumers, however the effectiveness of social CRM is uncertain in many areas, mainly due to it being hard to tie customer interaction in social CRM to tangibles for the company. One of these areas is customer acquisition, where there are difficulties for companies to see how actions in their social CRM efforts affect customer acquisition. Being able to reach out to customers in an effective way is not enough for companies to acquire a customer. The value the company is proposing also has to be attractive for the customer, to be considered. There are several attributes that a company has to consider for its value proposition, in order for it to be successful. Depending on the industry the attributes can have different weight, emphasizing that companies should know what customers in their industry value. For this reason, having better knowledge of what customers value than the competition, thus having a stronger value proposition, grants a competitive edge. The purpose of this research project is to provide better understanding of how to conduct social CRM, while at the same time investigating how value propositions of telecom companies can be improved, to eventually increase customer acquisition. In order to fulfill the purpose, extensive literature has been evaluated, in addition to data gathered in focus groups. Three focus groups were conducted in Luleå, Sweden, with a total of 18 participants of ages 20-30. The results of the research project point towards the customer being in charge of social CRM interaction with companies, meaning companies have to adapt their social CRM strategies to fit the customers’ desires. The social customer have high demands of privacy in social media, which implies a thin line companies have to walk to convey their message, while at the same time not intruding on the customer’s privacy. The findings also indicate that customers want high flexibility, simplicity, and trustworthiness from telecom companies’ value propositions, emphasizing companies to adapt their value propositions to meet these demands.
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Hahn, André. "Social Software im Customer-Relationship-Management Einsatzmöglichkeiten in der chemischen Industrie." Hamburg Diplomica-Verl, 2008. http://d-nb.info/990310817/04.

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Hicks, Nikki R. "Customer Relationship Management in the E-Retailing Environment." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4732.

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Small business enterprise (SBE) managers often lack resources, expertise, and impact when selling in an online environment. SBEs can overcome increased competition by adopting customer relationship management (CRM) into their business model for survival and longevity. Using the conceptual framework technology, organization, environment (TOE), this multiple case study explored effective marketing strategies that small store retail managers use to successfully sell apparel and accessories in online markets. The study population included leaders from independent small online retail enterprises with brick-and-mortar stores located in the Central, Tri-Cities, or Southside areas in Virginia. The data collection process included semistructured, on-site interviews of 4 SBE owners or managers and reviewing organizational documents and online postings from those 4 organizations. Using topic coding, the data were organized into nodes grounded in the context of TOE. The thematic analysis yielded 5 themes: social media engagement, price congruency, organizational knowledge benefit, customer satisfaction, and customer engagement. The study findings revealed that a significant strategy for SBEs operating in online markets was social CRM, an inexpensive and critical tool for CRM. Further, CRM tools such as social media required consistent monitoring and the devotion of financial and human resources to deliver constant customer engagement. The implication for social change includes the potential to improve the life cycle of SBEs in smaller communities, which improves community entrepreneurial and startup success. Entrepreneurship contributes to community vitality and economic prosperity by providing employment, skill development, and job training.
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Buss, Olga, and Gabriel Begorgis. "The Impact of Social Media as a Customer Relationship Management Tool : A B2B Perspective." Thesis, Karlstads universitet, Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-36382.

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This study explores the association between the Customer Relationship Orientation of a company, their Social Media Use through Social Customer Relationship Management Capabilities, with Customer Relationship Performance in order to determine if Social Media can be used as an effective Customer Relationship Management tool in a business-to-business context. In addition, the research will explain if the company’s expectations conform to the customer’s experience. Four digital managers within Swedish small and medium sized enterprises were interviewed and 34 of their corresponding customers took part in an online survey. The findings indicated due to companies limited Social Customer Relationship Management Capabilities the positive impact on Customer Relationship Performance was not achieved through Social Media Use. Furthermore the online surveys revealed that Social Media is not the most effective Customer Relationship Management tool, nevertheless a weak relationship was found and thus Social Media can be used in addition to the companies’ already established Customer Relationship Management activities. Future research will focus on increasing the sample size, revisiting the study in a few years, and why certain intermediaries were significant.
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Books on the topic "Social customer relationship management"

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Alt, Rainer, and Olaf Reinhold. Social Customer Relationship Management. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-23343-3.

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Alt, Rainer, and Olaf Reinhold. Social Customer Relationship Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52790-0.

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Strategic customer relationship management in the age of social media. Hershey, PA: Business Science Reference, An Imprint of IGI Global, 2015.

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Colomo-Palacios, Ricardo. Customer relationship management and the social and semantic web: Enabling cliens conexus. Hershey, PA: Business Science Reference, 2012.

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Citizen relationship management: A study of CRM in government. Frankfurt am Main: Lang, 2008.

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Das, Subhasish. Customer relationship management. New Delhi: Excel Books, 2007.

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Carol, Kerr, ed. Customer relationship management. New York: McGraw-Hill, 2002.

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Schwetz, Wolfgang. Customer Relationship Management. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-89528-8.

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Schwetz, Wolfgang. Customer Relationship Management. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-92002-7.

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Muther, Andreas. Customer Relationship Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56222-8.

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Book chapters on the topic "Social customer relationship management"

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Van Looy, Amy. "Social Customer Relationship Management." In Social Media Management, 87–111. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-21990-5_5.

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Jung, Reinhard, Tobias Lehmkuhl, Torben Küpper, Marco Nierlich, and Marcel Rosenberger. "Social Customer Relationship Management." In Business Innovation: Das St. Galler Modell, 341–56. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-07167-7_19.

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Alt, Rainer, and Olaf Reinhold. "Social CRM-Anwendungsbeispiele." In Social Customer Relationship Management, 17–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52790-0_2.

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Alt, Rainer, and Olaf Reinhold. "Social CRM-Anwendungssysteme." In Social Customer Relationship Management, 57–83. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52790-0_3.

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Alt, Rainer, and Olaf Reinhold. "Social CRM-Gestaltungsbereiche." In Social Customer Relationship Management, 85–101. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52790-0_4.

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Alt, Rainer, and Olaf Reinhold. "Einleitung." In Social Customer Relationship Management, 1–15. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52790-0_1.

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Alt, Rainer, and Olaf Reinhold. "Zusammenfassung und Ausblick." In Social Customer Relationship Management, 103–9. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52790-0_5.

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Zwikstra, Hanno, Frederik Hogenboom, Damir Vandic, and Flavius Frasincar. "Connecting Customer Relationship Management Systems to Social Networks." In Advances in Intelligent Systems and Computing, 389–400. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-30867-3_35.

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Nicolescu, Ciprian. "Approach of Customer Relationship Management as a Managerial Synapse." In Stakeholder Management and Social Responsibility, 203–35. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003217701-8.

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Greve, Goetz. "Social-Customer-Relationship-Management: CRM im Zeitalter sozialer Medien." In Edition Sales Excellence, 303–15. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-26727-8_13.

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Conference papers on the topic "Social customer relationship management"

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Basaille-Gahitte, Ian, Lylia Abrouk, Nadine Cullot, and Eric Leclercq. "Using social networks to enhance customer relationship management." In the Fifth International Conference. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2536146.2536163.

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Usino, Wendi, and Dewi Murtiningsih. "Involvement Willingness as Mediation Variable of The Influence of Customer Relationship Management on Social Customer Relationship Management." In Proceedings of the 1st International Conference on Economics, Business, Entrepreneurship, and Finance (ICEBEF 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icebef-18.2019.161.

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Wang, Yanmei. "Database Design on Customer Relationship Management System." In 2016 International Conference on Economics, Social Science, Arts, Education and Management Engineering. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/essaeme-16.2016.155.

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Tkachenko, K. I. "Customer Relationship Management In The Modern Economy." In II International Conference on Economic and Social Trends for Sustainability of Modern Society. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.09.02.191.

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Tanay, Habibe. "FLIGHT TEAM PERCEPTIONS OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM)." In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.038.

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KUMAR, AKSHI, and VIKRANT DABAS. "SENTI-SCRM: SENTIMENT INTELLIGENCE BASED SOCIAL CUSTOMER RELATIONSHIP MANAGEMENT TOOL." In International MultiConference of Engineers and Computer Scientists (IMECS 2016) & World Congress on Engineering (WCE 2016). WORLD SCIENTIFIC, 2017. http://dx.doi.org/10.1142/9789813226203_0017.

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Bagheri, Samaneh, Rob J. Kusters, and Jos J. M. Trienekens. "Business-IT Alignment in PSS Value Networks - Linking Customer Knowledge Management to Social Customer Relationship Management." In 17th International Conference on Enterprise Information Systems. SCITEPRESS - Science and and Technology Publications, 2015. http://dx.doi.org/10.5220/0005370002490257.

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Maulana, Yogi Sugiarto, Dian Hadiani, Dara Siti Nurjanah, Asep Endri Mulyana, and Agam Nurul Fajar. "An Analysis of Customer Satisfaction and Its Effect on Customer Relationship Management." In 1st Paris Van Java International Seminar on Health, Economics, Social Science and Humanities (PVJ-ISHESSH 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210304.004.

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Mousavi, Seyedreza, and Haluk Demirkan. "The Key to Social Media Implementation: Bridging Customer Relationship Management to Social Media." In 2013 46th Hawaii International Conference on System Sciences (HICSS). IEEE, 2013. http://dx.doi.org/10.1109/hicss.2013.531.

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Chen, Tingbin, and Jiacong Zhao. "A Big-Data Based Customer Relationship Management Model in Customer-to-Business E-Business." In 8th International Conference on Social Network, Communication and Education (SNCE 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/snce-18.2018.42.

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Reports on the topic "Social customer relationship management"

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Gillenson, Mark L. Sailor Relationship Management: The Use of Customer Relationship Management in Sailor Morale and Retention. Fort Belvoir, VA: Defense Technical Information Center, August 2002. http://dx.doi.org/10.21236/ada405493.

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Toropov, P. B. READINESS OF SPECIALISTS SOCIAL SERVICE INSTITUTIONS TO CUSTOMER SOCIAL ASSISTANCE MANAGEMENT. Bulletin of the Federal Baltic University I. Kant, 2020. http://dx.doi.org/10.18411/2223-2095-2015-11-79-84.

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Brown, Stephan. Navigating the Edges: An Examination of the Relationship between Boundary Spanning, Social Learning, and Partnership Capacity in Water Resource Management. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.285.

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Berkman, Nancy D., Eva Chang, Julie Seibert, Rania Ali, Deborah Porterfield, Linda Jiang, Roberta Wines, Caroline Rains, and Meera Viswanathan. Management of High-Need, High-Cost Patients: A “Best Fit” Framework Synthesis, Realist Review, and Systematic Review. Agency for Healthcare Research and Quality (AHRQ), October 2021. http://dx.doi.org/10.23970/ahrqepccer246.

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Background. In the United States, patients referred to as high-need, high-cost (HNHC) constitute a very small percentage of the patient population but account for a disproportionally high level of healthcare use and cost. Payers, health systems, and providers would like to improve the quality of care and health outcomes for HNHC patients and reduce their costly use of potentially preventable or modifiable healthcare services, including emergency department (ED) and hospital visits. Methods. We assessed evidence of criteria that identify HNHC patients (best fit framework synthesis); developed program theories on the relationship among contexts, mechanisms, and outcomes of interventions intended to change HNHC patient behaviors (realist review); and assessed the effectiveness of interventions (systematic review). We searched databases, gray literature, and other sources for evidence available from January 1, 2000, to March 4, 2021. We included quantitative and qualitative studies of HNHC patients (high healthcare use or cost) age 18 and over who received intervention services in a variety of settings. Results. We included 110 studies (117 articles). Consistent with our best fit framework, characteristics associated with HNHC include patient chronic clinical conditions, behavioral health factors including depression and substance use disorder, and social risk factors including homelessness and poverty. We also identified prior healthcare use and race as important predictors. We found limited evidence of approaches for distinguishing potentially preventable or modifiable high use from all high use. To understand how and why interventions work, we developed three program theories in our realist review that explain (1) targeting HNHC patients, (2) engaging HNHC patients, and (3) engaging care providers in these interventions. Theories identify the need for individualizing and tailoring services for HNHC patients and the importance of building trusting relationships. For our systematic review, we categorized evidence based on primary setting. We found that ED-, primary care–, and home-based care models result in reduced use of healthcare services (moderate to low strength of evidence [SOE]); ED, ambulatory intensive caring unit, and primary care-based models result in reduced costs (low SOE); and system-level transformation and telephonic/mail models do not result in changes in use or costs (low SOE). Conclusions. Patient characteristics can be used to identify patients who are potentially HNHC. Evidence focusing specifically on potentially preventable or modifiable high use was limited. Based on our program theories, we conclude that individualized and tailored patient engagement and resources to support care providers are critical to the success of interventions. Although we found evidence of intervention effectiveness in relation to cost and use, the studies identified in this review reported little information for determining why individual programs work, for whom, and when.
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Gu, Jing, Danielle Green, and Jiadan Yu. Building Back Better: Sustainable Development Diplomacy in the Pandemic Era. Institute of Development Studies (IDS), December 2021. http://dx.doi.org/10.19088/ids.2021.065.

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This report critically examines the nature of the distinction between traditional inter-state diplomacy and sustainable development diplomacy. It then sets out the institutional changes which are necessary for the achievement of sustainable development diplomacy. Multi-stakeholder partnerships have been identified as a key means of implementation for the Sustainable Development Goals (SDGs). Given the increasing centrality of the United States (US)–China relationship in global development cooperation, understanding the modalities of their engagement may provide useful insights into how partnerships may be cultivated and deepened to realise the SDGs. The Covid-19 pandemic and climate change have demonstrated the interconnection of the world, as well as the interconnection of challenges of the world. Sustainable development diplomacy is needed now more than ever to prioritise development strategies of different states and work on common shared challenges. Sustainable development diplomacy can only work when different actors recognise the value of the common goals and are willing to make an effort to accomplish them. Global sustainable development diplomacy requires a stronger policy agenda and greater cohesion. This report explores the idea of sustainable development diplomacy and, through two sectoral case studies, explores the nature, function, and rationale for interactive engagement. The form and structure of multi-actor relationships are a response to complex, trans-border political, social, economic, and environmental challenges which require a more nuanced and varied management approach than narrowly defined state-led development. However, the power dynamics, the modalities, and experiences of engagement that underpin these dynamic relationships, remain understudied, especially with regard to their impact on sustainable development.
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Big Data for Better Tourism Policy, Management, and Sustainable Recovery from COVID-19. Asian Development Bank, December 2021. http://dx.doi.org/10.22617/spr210438-2.

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Big data is already being used to measure, monitor, and manage tourism development, but its potential remains to be fully exploited. This report discusses the trends, opportunities, and challenges in using big data and digitalization in the tourism sector. It highlights how big data is being leveraged for COVID-19 recovery and examines its relationship with statistical frameworks to better measure the economic, social, and environmental impact of tourism. Case studies of partnerships in Asia and the Pacific between the public and private sector demonstrate ways to tap big data.
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