Journal articles: '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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Saleh, Mahmoud Abdel Hamid. "Social Networks and Customer Relationship Development at the Saudi Telecommunication Service Providers." International Journal of Marketing Studies 8, no. 4 (July 27, 2016): 77. http://dx.doi.org/10.5539/ijms.v8n4p77.

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<p>This paper is aimed at examining the relationship between the use of social networks and customer relationship development at the three telecommunication service providers in Saudi Arabia. It is also aimed at identifying some factors that may influence the companies’ relationships with their customers. Drawing on previous research, the researcher has selected three factors related to customers on social networks: trust and loyalty, service assessment, and information engagement. The study revealed a strong association of the use of social networks with the company’s customer relationship development, trust and loyalty, and service assessment, but not with information engagement. The findings also demonstrated significant positive associations of trust and loyalty, and service assessment with customer relationship development. However, an insignificant positive relationship was found between information engagement and customer relationship development. To leverage the effectiveness of customer relationship management at telecommunication companies in Saudi Arabia, the study recommended these companies to adopt the concept of Social Customer Relationship Management (Social CRM), and to develop customer service skills of their staff in charge of social networks. The study also pointed out the importance of encouraging customers to use social networks to connect with companies, rather than just using the traditional methods. Furthermore, the study recommended the companies to pay more attention to the customers’ assessment of their social networks, and to ensure security and privacy of their data. Ultimately, the companies need to focus on providing customers with the needed information, and benefiting from their feedbacks on social networking sites.</p>

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Desai, Darshan. "Role of Relationship Management and Value Co-Creation in Social Marketing." Social Marketing Quarterly 15, no. 4 (November 25, 2009): 112–25. http://dx.doi.org/10.1080/15245000903304619.

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This article addresses deep-seated problems in applying traditional relationship marketing and customer relationship management concepts in the context of social marketing. Further, it points out the recent changes in interactive technologies, culture, lifestyle, and the marketing logic and discusses the “makeover” of the concept and practices of the customer relationship management. It describes how the revised logic of marketing is more accommodative of social marketing and how the new avatar of customer relationship management 2.0 is more relevant for social marketers. It explains how the concepts and practices of customer relationship management 2.0, which are rooted in service logic, can be applied in the context of social marketing to co-create value. It explores the role of social marketers and their customers as active relationship partners and describes their interactions as a locus of value co-creations. Through these interactions, customers engage with social marketers to co-create different aspects of the market offerings, and social marketers engage in customers' value-generating processes to co-create better value-in-use. The key building blocks described in the article enable the value co-creations. The article concludes with implications in terms of how social marketers can use these insights to make the world a better place.

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Low, Kim Cheng Patrick, and Muhammad Anshari. "Incorporating social customer relationship management in negotiation." International Journal of Electronic Customer Relationship Management 7, no. 3/4 (2013): 239. http://dx.doi.org/10.1504/ijecrm.2013.060700.

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Kantorová, Kateřina, and Pavel Bachmann. "Social Customer Relationship Management and Organizational Characteristics." Information 9, no. 12 (December 2, 2018): 306. http://dx.doi.org/10.3390/info9120306.

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Social customer relationship management (SCRM) is a new philosophy influencing the relationship between customer and organization where the customer gets the opportunity to control the relationship through social media. This paper aims to identify (a) the current level of SCRM and (b) the influence of basic organizational characteristics on the SCRM level. The data were gathered through a questionnaire distributed to 362 organizations headquartered in the Czech Republic. The questionnaire comprised 54 questions focusing on the significance of marketing and CRM practices, establishing a relationship with the customer, online communities, the use of social media in marketing, and acquiring and managing information. Scalable questions with a typical five-level Likert scale were applied in the questionnaire. The results show that larger firms more often set up their own online communities and manage them strategically; moreover, they are able to manage information better. Contrariwise, small-sized organizations use social networks as a way to establish communication with the customer more than large-sized entities. The use of social media for marketing purposes is significantly higher in organizations oriented to consumer markets than in those oriented to business markets.

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Wahab, Samsudin. "The Antecedents and Consequence of Customer Relationship Management Performance." International Journal of Customer Relationship Marketing and Management 3, no. 1 (January 2012): 43–55. http://dx.doi.org/10.4018/jcrmm.2012010103.

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Nowadays, customer relationship management is an important marketing strategy to retain the customer. Many literatures proved that by maintaining a good relationship with the customers, they will come back to the premise. This empirical paper investigates the antecedent factors of customer relationship management performance and its impact on electronic banking adoption. This is subjected to a thorough validation process from a valid sample of 325 electronic banking customers in Malaysia via exploratory factor analysis for validity and reliability assurance. Seventy-four original items was tested in this preliminary analysis. The results indicate 39 constructs measuring social value, ease of use, delivery performance, economic value, usefulness, privacy; customer relationship management performance and electronic banking adoption satisfied the rigorous validation. This paper will end with the completed original hypothesized model ready for confirmatory factor analysis (CFA). Structural equation modeling was used since it has the ability to examine a series of dependence relationships simultaneously.

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Kocev, Stojan, and Dusko Kocev. "CUSTOMER RELATIONSHIP MANAGEMENT IN HEALTH ORGANIZATION." Knowledge International Journal 30, no. 6 (March 20, 2019): 1691–700. http://dx.doi.org/10.35120/kij30061691k.

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CRM is a system that the customer-patient puts at the heart of the business process, and the deployment of the best CRM practices is the key to providing loyalty from customers as an integral part of a successful business. With this system, it is possible to study the behavior of the customer, thus providing the right direction for the best service of the customer and improving the relations and connections with them. CRM is the integration of sales, marketing, services and support strategy, processes, people and technologies to maximize customer benefits, values, relationships, and customer retention and their loyalty. These data are the basis for preparing information for marketing managers who need to help them in the decision-making process. Customer behavior is put in the focus of modern companies so that the CRM system is a synthesis of more functionalities such as sales, management, marketing and communication with customers as the main feature. These are methods for collecting and accumulating data for users and their behavior, preferences, inclinations and requirements Marketing decision support systems are usually part of CRM systems, which are a broad concept covering marketing activities, sales and overall communication, and customer relationships. The data collected is adapted to the marketing activities and the needs of marketing managers. Health CRM is a Customer Relationship Management System, designed specifically for use by healthcare organizations. Health CRM involves multiple sources of data (demographic data for consumers and patients, psychography, social, behavioral, clinical, financial, websites, call center, service check, etc.) to provide a comprehensive overview of the habits and activities of patient. The primary goal of the CRM healthcare system is to increase the quality of healthcare and the lives of patients to recruit new ones, and to retain existing patients.

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García-Crespo, Ángel, Ricardo Colomo-Palacios, Juan Miguel Gómez-Berbís, and Fernando Paniagua Martín. "Customer Relationship Management in Social and Semantic Web Environments." International Journal of Customer Relationship Marketing and Management 1, no. 2 (April 2010): 1–10. http://dx.doi.org/10.4018/jcrmm.2010040101.

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The growing influence of the Internet in current 21st-century everyday life has implied a paradigm shift in terms of relationships between customers and companies. New interaction means in the Web 1.0 have undergone a dramatic change in quantity and quality with the advent of the so-called Web 2.0, the Social Web. The upcoming Web 3.0, the Semantic Web will also impact tremendously in how companies understand Customer Relationship Management (CRM). In this dynamic environment, the present work presents a combination of both Social and Semantic Web Technologies and their application in the particular field of CRM. Tool and technology analysis both prove the challenging opportunities for these cutting-edge innovation trends in the CRM domain.

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Ibrahim, Ali, Dwi Rosa Indah, and Devi Indra Meytri. "The implementation of social customer relationship management for tourism information system." Indonesian Journal of Electrical Engineering and Computer Science 24, no. 3 (December 1, 2021): 1578. http://dx.doi.org/10.11591/ijeecs.v24.i3.pp1578-1588.

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Semambu island village, Ogan Ilir regency, south Sumatra has been used as an agricultural and livestock education tour destination since November 2017 and there has been no customer data management since then. The use of social media as a promotional tool has not been done to its maximum potential. This can be seen from 189 people who liked its Facebook page or 11.05% out of the reached users, 192 followers or 11.23% and those who interacted as many as 114 people or 6.67% from the total users. Meanwhile, there were 709 followers on its Instagram which consisted of 48% men and 52% women at the time of the study. This research applied social customer relationship management (social CRM) in a website-based system. The waterfall model development method supported the customer relations management by utilizing Facebook and Instagram to improve customer relationships in providing travel information, knowing interest and listening to complains as well as their suggestions based on interactions with the social media users as existing and prospective customers.

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Wu, Jintao, Junsong Chen, Honghui Chen, Wenyu Dou, and Dan Shao. "What to say on social media and how." Journal of Service Theory and Practice 29, no. 5/6 (December 9, 2019): 691–707. http://dx.doi.org/10.1108/jstp-11-2018-0243.

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Purpose The purpose of this paper is to investigate how nonprofit service providers can better engage their customers through online communication. It identifies two communication styles and three communication functions, and examines their impact on customer commenting, customer liking and customer sharing. Design/methodology/approach Similar to Python for Facebook, a software package for the automatic retrieval of web page content was developed specifically for this study to extract data from the microblog Sina Weibo. Following the successful retrieval of 1,500 randomly selected messages from 34 universities in China, a two-level regression was performed using Mplus 7 to examine the association between the proposed relationships. Findings The findings reveal that messages with a friendly communication style increase both the number of comments and their positive tone; an authoritative style has no effect on customer engagement. The functions associated with message content (spreading information, building community or promoting action) influence customer liking and sharing. Building community tends to engage more customers than spreading information; promoting action often generates the least customer engagement in social media settings. Originality/value The study fills an important research gap in the service marketing literature as it pertains to nonprofit service organizations (i.e. universities) by identifying two types of online identities based on the communication style and the messages posted on social media. This study is the first to investigate the relationship between identity type and audience engagement, and to analyze the moderating factors of this relationship.

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Ascarza, Eva, Peter Ebbes, Oded Netzer, and Matthew Danielson. "Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns." Journal of Marketing Research 54, no. 3 (June 2017): 347–63. http://dx.doi.org/10.1509/jmr.15.0442.

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Diffley, Sarah, Patrick McCole, and Elena Carvajal-Trujillo. "Examining social customer relationship management among Irish hotels." International Journal of Contemporary Hospitality Management 30, no. 2 (February 12, 2018): 1072–91. http://dx.doi.org/10.1108/ijchm-08-2016-0415.

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Purpose The purpose of this paper is to develop and test a model examining the key factors that emerge from the social customer relationship management (CRM) process. Specifically, this study aims to address the chain-of-effects that occurs as a result of the social CRM process, leading to superior levels of hotel performance. Design/methodology/approach Data were collected using a quantitative approach. Using a mail and online questionnaire, data were gathered from 120 key informants in hotels in Ireland. The proposed model was tested using partial least squares structural equation modelling. Findings Results demonstrate that the social CRM activities of hotels enhance hotel service innovation activities. This positively impacts the ability to develop a customer-linking capability, resulting in higher levels of customer performance. In turn, higher levels of customer performance leads to higher levels of financial performance. Practical implications Service innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance. Originality/value This study explains the chain-of-effects through which the social CRM process results in higher levels of performance.

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Elfarmawi, Wouroud. "Correlation Between Customer Relationship Management System Usage, Product Innovation, And Customer Satisfaction." Foundations of Management 11, no. 1 (March 1, 2019): 23–32. http://dx.doi.org/10.2478/fman-2019-0002.

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AbstractThis quantitative correlational research examined the correlations between customer relation-ship management (CRM) usage, product innovation, and customer satisfaction. The general problem was the lack of evidence indicating the use of CRM system as effective in improving small- to medi-um-size companies’ performance. Hence, the specific problem was to determine the beneficial use of a CRM system for customer satisfaction and product innovation. Data were gathered through sur-veymonkey.com. A total of 97 respondents were selected as sample from 10 small- to medium-size companies to answer the survey questions. Respondents were top managers, middle managers, and first-line managers of the selected organization. Statistics of the study were provided with the help of IBM Statistical Package for Social and Sciences version 23. The findings showed a strong correlation between the use of CRM system and customer satisfaction. They indicated the use of CRM system could improve the relationship with existing customers, could help attract prospective customers, and could win back former customers.

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Xie, Lishan, Dongmei Li, and Hean Tat Keh. "Customer participation and well-being: the roles of service experience, customer empowerment and social support." Journal of Service Theory and Practice 30, no. 6 (September 25, 2020): 557–84. http://dx.doi.org/10.1108/jstp-11-2019-0228.

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PurposeThis research aims to contribute to the transformative service research (TSR) literature by examining how customer participation in the service process influences their service experience and eudaimonic well-being, as moderated by customer empowerment and social support.Design/methodology/approachIn the contexts of wedding (n = 623) and tourism services (n = 520), two surveys were conducted to test the hypotheses using mediation and moderation analyses.FindingsCustomer participation had a positive effect on their well-being, as mediated by service experience. These effects were moderated by customer empowerment and social support. Specifically, customer empowerment negatively moderated the relationship between customer participation and their service experience for both services. In addition, the moderating effect of social support on the relationship between customer participation and service experience was positive for the wedding service but negative for the tourism service.Practical implicationsThe findings imply that firms should encourage customer participation to enhance their service experience and well-being. In addition, the firm could judiciously empower customers by adapting to the level of customer participation. Furthermore, depending on the complexity of the service required to produce the expected service outcomes, the firm may encourage the customers to engage their social network for support.Originality/valueThis research uses the service ecosystem perspective to examine the roles of the customer, the firm and the customer's social network in shaping their service experience and well-being for two common and important mental stimulus services, enriching the authors’ understanding on the role mental stimulus services play in enhancing consumers' eudaimonic well-being.

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Anshari, Muhammad, and Mohammad Nabil Almunawar. "Social customer relationship management, election and political campaign." International Journal of Electronic Customer Relationship Management 11, no. 4 (2018): 332. http://dx.doi.org/10.1504/ijecrm.2018.096239.

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Anshari, Muhammad, and Mohammad Nabil Almunawar. "Social customer relationship management, election and political campaign." International Journal of Electronic Customer Relationship Management 11, no. 4 (2018): 332. http://dx.doi.org/10.1504/ijecrm.2018.10017456.

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Chan, Irene Cheng Chu, Davis Ka Chio Fong, Rob Law, and Lawrence Hoc Nang Fong. "State-of-the-art social customer relationship management." Asia Pacific Journal of Tourism Research 23, no. 5 (April 25, 2018): 423–36. http://dx.doi.org/10.1080/10941665.2018.1466813.

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Diffley, Sarah, and Patrick McCole. "Extending customer relationship management into a social context." Service Industries Journal 35, no. 11-12 (July 7, 2015): 591–610. http://dx.doi.org/10.1080/02642069.2015.1062882.

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Dewnarain, Senika, Haywantee Ramkissoon, and Felix Mavondo. "Social customer relationship management: An integrated conceptual framework." Journal of Hospitality Marketing & Management 28, no. 2 (October 15, 2018): 172–88. http://dx.doi.org/10.1080/19368623.2018.1516588.

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Hitka, M., G. Pajtinkova-Bartakova, S. Lorincova, H. Palus, A. Pinak, M. Lipoldova, M. Krahulcova, N. Slastanova, K. Gubiniova, and K. Klaric. "Sustainability in Marketing through Customer Relationship Management in a Telecommunication Company." Marketing and Management of Innovations, no. 4 (2019): 194–215. http://dx.doi.org/10.21272/mmi.2019.4-16.

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The idea of sustainable development links business, environmental and social objectives into one integrated effort aiming to meet a common goal. Due to the influence of current developments in customer behaviour companies revise their business strategies towards more sustainably oriented ways of production, business practices, resource efficiency, waste disposal, building partnerships, communication effectiveness etc. Market with telecommunication services is affected by technology development. Growing demands of customers result in re-evaluation of marketing routine. The main purpose of the research is to identify the change in customers’ approaches and satisfaction with offered products, enterprise processes, and business strategy as a result of implementing Customer Relationship Management in 2014 and subsequently in 2018 with the dependence on socio-demographic characteristics. Customers’ opinions were investigated using a questionnaire. Respondents were selected by direct sampling with contingent valuation. Sample set consisted of 3,282 respondents. Following the results, the fact that there are changes in approaches of customers in investigated areas in terms of gender and age as a result of implementing the Customer Relationship Management can be stated. The customers’ satisfaction with provided services improved. In order to serve the new and constantly evolving needs of the growing number of customers who care about social and environmental issues, the companies are required to permanently monitor their performance on the market and incorporate customer feedback as in input for evaluation of their internal processes. In terms of marketing, positive changes in approach, satisfaction with the quality of provided services and reduced service time were observed. In terms of business strategy, the changes in connection strategy, the effect of customer-driven strategy and services provided by call centres abroad are perceived in positive way. Keywords: sustainability, economical sustainability, marketing, Customer Relationship Management, telecommunication company.

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Yeh, Ying-Pin. "Corporate social responsibility and service innovation on customer loyalty." International Journal of Bank Marketing 33, no. 6 (September 7, 2015): 823–39. http://dx.doi.org/10.1108/ijbm-09-2014-0130.

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Purpose – Customer loyalty is crucial for firms to generate positive returns. Creation of customer loyalty is a challenge for service firms because switching service firms can represent a risk. The purpose of this paper is to examine how wealth managers select and implement corporate social responsibility (CSR) and service innovation strategies to influence customer loyalty. Design/methodology/approach – A review of the related literature indicated that scant studies have determined the meanings and outcomes of CSR and service innovation. Therefore, the roles of CSR and innovation were examined in this study to evaluate how these factors affect customer loyalty in a wealth management context. The authors evaluated customer advocacy, relationship quality, and relationship value as mediating variables, and formulated six hypotheses. Data were collected using a questionnaire survey distributed to wealth management customers in Taiwan. All the hypotheses were verified using a structural equation model and data collected from the respondents. Findings – The results indicated that relationship quality and value are positively related to customer loyalty, and customer advocacy is positively related to both relationship quality and value. In addition, CSR and service innovation are positively related to customer advocacy. Research limitations/implications – This research was limited to collecting data related to specific service providers, and therefore consumers in other countries should be examined to test the robustness of the theoretical model. The results of analyses conducted on other industries and in other countries might differ. Practical implications – In the wealth management service context, CSR and service innovation capabilities contribute to customer advocacy, which can achieve superior relationship quality, relationship value, and customer loyalty. Originality/value – This paper contributes to investigations on the effect of CSR and service innovation on customer loyalty by adopting customer advocacy, relationship quality, and relationship value as mediators.

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Almunawar, Mohammad Nabil, and Muhammad Anshari. "Empowering customers in electronic health (e-health) through social customer relationship management." International Journal of Electronic Customer Relationship Management 8, no. 1/2/3 (2014): 87. http://dx.doi.org/10.1504/ijecrm.2014.066887.

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Sashi, C. M., Gina Brynildsen, and Anil Bilgihan. "Social media, customer engagement and advocacy." International Journal of Contemporary Hospitality Management 31, no. 3 (March 18, 2019): 1247–72. http://dx.doi.org/10.1108/ijchm-02-2018-0108.

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PurposeThe purpose of this study is to examine how social media facilitates the process of customer engagement in quick service restaurants (QSRs). Customers characterized as transactional customers, loyal customers, delighted customers or fans, based on the degree of relational exchange and emotional bonds, are expected to vary in their propensity to engage in advocacy and co-create value.Design/methodology/approachHypotheses linking the antecedents of customer engagement to advocacy are empirically investigated with data from the Twitter social media network for the top 50 US QSRs. Multiple regression analysis is carried out with proxies for advocacy as the dependent variable and connection effort, interaction effort, satisfaction, retention effort, calculative commitment and affective commitment as independent variables.FindingsThe results indicate that retention effort and calculative commitment of customers are the most important factors influencing advocacy. Efforts to retain customers using social media communication increase advocacy. Greater calculative commitment also increases advocacy. Affective commitment mediates the relationship between calculative commitment and advocacy.Practical implicationsFostering retention and calculative commitment by using social media communication engenders loyalty and customers become advocates. Calculative commitment fosters affective commitment, turning customers into fans who are delighted as well as loyal, enhancing advocacy.Originality/valueThis study uniquely investigates the relationship between the antecedents of customer engagement and advocacy. It develops the theory and conducts an empirical analysis with actual social media network data for a specific industry where usage of the network is widely prevalent. It confirms that calculative commitment influences advocacy. Calculative commitment not only has a direct effect but also has an indirect effect through affective commitment on advocacy in the QSR context. Further, social media efforts by QSRs to retain customers encourage advocacy. Other customer engagement antecedents do not directly influence advocacy.

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Lee, Seonjeong Ally, and Minwoo Lee. "Effects of relationship types on customers’ parasocial interactions." Journal of Hospitality and Tourism Technology 8, no. 1 (March 13, 2017): 133–47. http://dx.doi.org/10.1108/jhtt-09-2016-0053.

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Purpose The purpose of this study is to investigate different types of customer relationships on customers’ interaction with the brand, based on prior social media and relationship marketing research. Design/methodology/approach A cross-sectional, self-administered online survey was conducted to investigate the role of different types of relationships on customers’ brand-relevant responses in the context of hotel social media platforms. Findings Results identified customers’ relationships with services and brands, and how other customers influenced their parasocial interactions (PSIs). Customers’ PSIs then positively influenced their self-brand connection and their brand usage intention. Originality/value This study was the first attempt to propose a conceptual framework to explain different types of customer relationships on customers’ interactions with the brand in the context of hotel social media platforms.

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Azam, M. Khalid, and Manpreet Kaur Uppal. "“The Evolving Paradigms Of Customer Relationship Management - -A Review Based paper”." Think India 22, no. 3 (September 26, 2019): 294–305. http://dx.doi.org/10.26643/think-india.v22i3.8234.

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This papers focusses on the purpose of bringing out the working & implementation issues in CRM . The paper takes into account fundamental concerns of CRM including gathering customer information for devising marketing strategies, offering customer enhanced satisfaction through delivering customised offers & moving on to achieving long term relationships with customers assuring life time value benefits. However, the paper also examines pitfalls in the form of customer perspectives of ‘fair’ , ‘trust’ and ‘credibility’. The concluding part highlights challenges posed in the event of enhanced customer information availability over the social media and the marketers dilemma to offer customisation & yet be ‘fair’.

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Chang, Wen, Chen Chang, and Qianpin Li. "Customer Lifetime Value: A Review." Social Behavior and Personality: an international journal 40, no. 7 (August 1, 2012): 1057–64. http://dx.doi.org/10.2224/sbp.2012.40.7.1057.

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The concept of regarding customers as assets that should be managed and whose value should be measured is now accepted and recognized by academics and practitioners. This focus on customer relationship management makes it extremely important to understand customer lifetime value (CLV) because CLV models are an efficient and effective way to evaluate a firm's relationship with its customers. Assessment of CLV is especially important for firms in implementing customer-oriented services. In this paper we provide a critical review of the literature on the development process and applications of CLV.

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Mudondo, C. D., and K K Govender. "The Impact of Social Media Marketing on Zimbabwean Commercial Bank Customers Behaviour." Restaurant Business 118, no. 10 (October 18, 2019): 373–90. http://dx.doi.org/10.26643/rb.v118i10.9332.

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While research has underscored the benefits of social media marketing, organizations including banks, still fail to justify their continued investment on social media marketing, mainly because its impact on customer behaviour remains unclear. Thus, this study aimsto establish the impact of social media marketing (SMM) on Zimbabwean commercial bank customers’ behaviour, from a Social Exchange Theory (SET) perspective. The objectives included determining the influence of the SET determinants inherent in SMM on commercial bank customers’ satisfaction; loyalty and repurchase intentions. A quantitative research approach was used to survey 384 bank customers in Harare and Bulawayo, Zimbabwe, using a structured questionnaire. Descriptive and inferential statistical analyses were conducted using the Statistical Package for Social Sciences program. Structural Equation Modellingrevealed a positive and significant relationship between the perceived social, informational and monetary benefits inherent in SMM and the bank customers’ satisfaction. There was also a significant positive relationship between social connectedness inherent in SMM and the bank customers’ loyalty. Furthermore, significant positive relationships were found between perceived fairness, customer engagement, perceived reciprocity inherent in SMM and bank customers’ trust, while the strength of community ties inherent in SMM is negatively and significantly related to bank customer loyalty. It is thus recommended that marketers take cognizance of the influence of the social exchange theory determinants inherent in social media marketing on customer behaviour, when developing and implementing social media marketing strategies and policies.

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Nehari-Talet, Amine, Samer Alhawari, and Haroun Alryalat. "The Outcome of Knowledge Process for Customer of Jordanian Companies on the Achievement of Customer Knowledge Retention." International Journal of Knowledge Management 6, no. 1 (January 2010): 44–61. http://dx.doi.org/10.4018/jkm.2010103003.

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Organizations have increasingly recognized the importance of managing customer relationships, and Knowledge Management (KM) from the perspective of a process approaches assure positive impact on customer retention. Many organizations are turning to Customer Relationship Management (CRM) to better serve customers and facilitate closer relationships. This paper investigates how Knowledge Process for customers is used in practice by Jordanian companies to achieve Customer Knowledge Retention. The current practice is based on the data collected from 156, randomly drawn and reported from a survey of CRM applications and evaluation of CRM analytical functions provided by three software business solution companies working in the CRM area, and four companies that used the CRM system. Based on data collected from the companies, results from the analysis indicated that the knowledge process for customers had a positive effect on customer knowledge retention. The paper also verified the hypotheses of the effect of knowledge processes for customers on customer retention. The findings shed light on the potential relationship between the knowledge processes for customers and customer retention. It also provides guidance for the Information Technology (IT) industry as to how an analytical knowledge process for customers should be taken into account in developing countries to support to achieve customer knowledge retention due to cultural, social and educational differences.

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Smaliukiene, Rasa, Svajone Bekesiene, and Gabriele Lipciute. "An integration of customer value and customer relationship in urban centres and peripheries." Management 25 (November 27, 2020): 43–61. http://dx.doi.org/10.30924/mjcmi.25.s.5.

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The purpose of this study is to investigate the role of customer values in building customer relationships with regard to the urban factor. This paper seeks to empirically explain how the urban factor affects customer preferences as the differences between customers from urban centres and those from the peripheries are still notable despite globalization and cultural levelling. The article presents a theoretical framework explaining the role of customer value in building customer relationship. In this sense, customer value follows the general rules stipulating the business-customer relationship and includes steps such as trust building, commitment, satisfaction and loyalty. After grounding the theoretical construct, it is tested using a data set of 364 customers across Lithuania. Exhaustive CHAID (Chi-squared Automatic Interaction Detector) is used for model testing and re-classification. The results from this study report that there are statistically significant differences between customers’ preferences in urban centres and in the periphery. The decision made by the customer to stay loyal to a business has a certain logical dependency. For customers in urban centres, functional value needs to be supplemented by emotional value. Only such a composition of values encourages them to remain loyal to the business. On the other hand, customer loyalty in the periphery is determined by high trust in business, customer commitment and perceived social value. The value of this paper lies in its original theoretical construct where customer value and customer relationship have an effect on customer loyalty, as well as in testing this construct in relation to the urban factor. Additionally, research implications suggest that the findings may be important for business practice and business studies.

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Nupus, Hayati, and Wawan Ichwanudin. "Business Network Accessibility, Customer Relationship Management and Value Co-creation on Family Business Performance." Research Horizon 1, no. 4 (August 30, 2021): 126–35. http://dx.doi.org/10.54518/rh.1.4.2021.126-135.

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This study aims to analyze the effect of customer relationship management (CRM) capability, business network accessibility (BNA), and value co-creation (VCC) on the improvement of familial distribution network (FDN). In addition, this study also analyzes the influence of customer relationship management (CRM), familial distribution network (FDN), business network accessibility (BNA), and value co-creation (VCC) on improving marketing performance (MP). The results of the study show that the accessibility of the business network has a positive contribution to the strength of the familial distribution network and marketing performance, the strength of the family distribution network has a positive contribution to the marketing performance. In addition, the combination of social networking and customer relationship management provides a great opportunity to enrich customer interactions and provide businesses with a way to manage and measure how they use social networks while successfully attracting social customers.

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Li, Jing, Ayenew Darge Nigatu, Baoquan Yu, Qiaolun Gu, and Yong Yang. "Understanding Customer Value in the Mobile Internet Era." Discrete Dynamics in Nature and Society 2021 (November 29, 2021): 1–14. http://dx.doi.org/10.1155/2021/9585743.

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The advent of mobile Internet era brings both opportunities and challenges to understanding customer value in the field of customer relationship management. Traditional customer relationship management theory and practice focus on the transaction value created by individual customers and do not take into consideration enough to the huge potential commercial value behind the interaction and connection among people by means of online social services in the mobile Internet era. Towards this end, this study first analyses the new characteristics of customer behaviour in the mobile Internet era. Second, the study proposes the integrated customer value model in three dimensions of purchase value, interactive value, and marketing diffusion value with 13 indicators based on the complex network theory and RFM model, considering the value created by connection and interaction among customers. Finally, the study discusses the eight types of customer clusters and the corresponding differentiate customer relationship management strategies in the era of mobile Internet based on the integrated customer value model. This study enriches the theory of customer value in the field of customer relationship management and also helps company better practice the innovation and change in the management of relationship with customer in the mobile Internet era.

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van Doorn, Jenny, Martin Mende, Stephanie M. Noble, John Hulland, Amy L. Ostrom, Dhruv Grewal, and J. Andrew Petersen. "Domo Arigato Mr. Roboto." Journal of Service Research 20, no. 1 (November 28, 2016): 43–58. http://dx.doi.org/10.1177/1094670516679272.

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Technology is rapidly changing the nature of service, customers’ service frontline experiences, and customers’ relationships with service providers. Based on the prediction that in the marketplace of 2025, technology (e.g., service-providing humanoid robots) will be melded into numerous service experiences, this article spotlights technology’s ability to engage customers on a social level as a critical advancement of technology infusions. Specifically, it introduces the novel concept of automated social presence (ASP; i.e., the extent to which technology makes customers feel the presence of another social entity) to the services literature. The authors develop a typology that highlights different combinations of automated and human social presence in organizational frontlines and indicates literature gaps, thereby emphasizing avenues for future research. Moreover, the article presents a conceptual framework that focuses on (a) how the relationship between ASP and several key service and customer outcomes is mediated by social cognition and perceptions of psychological ownership as well as (b) three customer-related factors that moderate the relationship between ASP and social cognition and psychological ownership (i.e., a customer’s relationship orientation, tendency to anthropomorphize, and technology readiness). Finally, propositions are presented that can be a catalyst for future work to enhance the understanding of how technology infusion, particularly service robots, influences customers’ frontline experiences in the future.

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Prasetyaningrum, Putri Taqwa, Irya Wisnubhadra, and Suyoto Suyoto. "SOCIAL CUSTOMER RELATIONSHIP MANAGEMENT SEBAGAI STRATEGI BISNIS PADA BANK (STUDI KASUS DI BANK BPD DIY)." Telematika 13, no. 1 (January 4, 2016): 52. http://dx.doi.org/10.31315/telematika.v13i1.1721.

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Social CRM is designed to engage the customer in a collaborative conversation in order toprovide mutually beneficial value. BPD DIY main branch office located in the middle of the cityhas a growing number of borrowers from 2013 until 2014 a number of 4.3% and there is areduction in the number of accounts under 1%. Therefore the Bank BPD DIY are required togive priority to the quality of service on the client. Inthis study, SCRM application made for theusers, in this case to improve relationships and quality of service on customer serviceone customer complaints against Banks in a timely, accurate and effective. The method used isthe method of software development methodologies thatmany developed waterfall. Thisresearch resulted in SCRM system to establish relationship with customer throughpemanfaatan web 2.0 technologies and introduces different approaches in establishingrelationships with customer relations especially in regarding the complaint of the customerthrough the social web in order to improve the quality of service to customers andretain existing clients as well as making one of the SCRM applications to support the businessstrategy of the company. Based on the results of development on SCRM on BPD DIY,softwarehas been successfully developed in accordance with predetermined functionality

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Kim, Haemi, and Hailin Qu. "The mediating roles of gratitude and obligation to link employees’ social exchange relationships and prosocial behavior." International Journal of Contemporary Hospitality Management 32, no. 2 (January 10, 2020): 644–64. http://dx.doi.org/10.1108/ijchm-04-2019-0373.

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Purpose This study aims to investigate the psychological mechanisms underlying hospitality employees’ social exchange relationships at work by applying the social aspects of work and the social exchange theory. Design/methodology/approach MTurk was used for conducting a cross-sectional questionnaire survey, targeting frontline employees who were working in full-service restaurants. Descriptive statistic, confirmatory factor analysis and structural equation modeling were performed. Findings Customer-employee exchange had a positive relationship with gratitude. Moreover, gratitude was positively associated with both role-prescribed customer service and extra-role customer service. Leader-member exchange and coworker exchange were positively related to obligation. Obligation had positive association with both role-prescribed customer service and extra-role customer service. The mediating effects of gratitude and obligation were statistically significant. Research limitations/implications Employees’ social exchange relationship with customers promotes prosocial behaviors by arousing gratitude in them. Moreover, their social exchange relationships with supervisors and coworkers lead to prosocial behaviors by provoking obligation from them. Originality/value This research shows the importance of the social aspects of work to contribute to employees’ prosocial behavior in the hospitality industry. Moreover, it proves the critical roles of emotions to guide employees’ decisions about social exchange.

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BANCHOURI, Nassiba. "THE ROLE OF SOCIAL MEDIA IN CUSTOMER RELATIONSHIP MANAGEMENT." Route Educational and Social Science Journal 7, no. 47 (January 1, 2020): 483–98. http://dx.doi.org/10.17121/ressjournal.2625.

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M. Olszak, Celina, and Tomasz Bartu? "Multi-Agent Framework for Social Customer Relationship Management Systems." Issues in Informing Science and Information Technology 10 (2013): 367–87. http://dx.doi.org/10.28945/1817.

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Elena, Cerchia Alina. "Social Media – A Strategy in Developing Customer Relationship Management." Procedia Economics and Finance 39 (2016): 785–90. http://dx.doi.org/10.1016/s2212-5671(16)30266-0.

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Kim, Hyun Gon, and Zhan Wang. "Defining and measuring social customer-relationship management (CRM) capabilities." Journal of Marketing Analytics 7, no. 1 (October 22, 2018): 40–50. http://dx.doi.org/10.1057/s41270-018-0044-8.

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Woodcock, Neil, Nick Broomfield, Geoff Downer, and Michael Starkey. "The evolving data architecture of social customer relationship management." Journal of Direct, Data and Digital Marketing Practice 12, no. 3 (January 2011): 249–66. http://dx.doi.org/10.1057/dddmp.2010.45.

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Hossain, Md Shamim, Mst Farjana Rahman, and Xiaoyan Zhou. "Impact of customers' interpersonal interactions in social commerce on customer relationship management performance." Journal of Contemporary Marketing Science 4, no. 1 (July 7, 2021): 161–81. http://dx.doi.org/10.1108/jcmars-12-2020-0050.

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PurposeSocial commerce is a subpart of electronic commerce (e-commerce), where social media is forced to support user contributions. The purpose of this study is to measure the impact of customers' interpersonal interactions in social commerce on customer relationship management (CRM) performance, based on the flow, commitment-trust and stimulus–organism–response (SOR) theories.Design/methodology/approachOn the basis of the SOR framework, the authors developed a study model to determine the impact on CRM performance of customers' interpersonal interactions in social commerce. The primary data of the study were collected from 640 users of social commerce through a web questionnaire during the COVID-19 (coronavirus disease 2019) pandemic situation, and the authors tested the study model using the approach of covariance-based structural equation modeling (SEM).FindingsResults of the current study reveal that customers' interpersonal interactions in social commerce optimistically influence their perceived flow. Moreover, perceived flow absolutely controls users' trust and CRM performance. In turn, collective users' trust positively influences users' commitment and CRM performance. Finally, collective users' commitment absolutely influences the performance of CRM.Practical implicationsThe authors provide a valuable contribution to the theoretical field of online marketing and CRM. Besides, the findings of this study are relevant for marketers to know the issues for increasing customer trust, commitment and performance of CRM.Originality/valueThe current study develops a model based on the flow, commitment-trust and stimulus–organism–response (SOR) theories. The authors' research is the first to estimate the effect of customers' interpersonal interactions in social commerce on CRM performance.

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D. Kaltcheva, Velitchka, Anthony Patino, Michael V. Laric, Dennis A. Pitta, and Nicholas Imparato. "Customers' relational models as determinants of customer engagement value." Journal of Product & Brand Management 23, no. 1 (March 11, 2014): 55–61. http://dx.doi.org/10.1108/jpbm-07-2013-0353.

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Purpose – The authors apply Alan P. Fiske's relational models framework to customers' engagement with service firms – specifically, they propose that customers who hold different relational models for the service firm are likely to engage with the firm in dissimilar ways, thus generating different types of customer engagement value for the firm. Fiske's relational models framework is eminently suitable for studying customer-service firm engagement because it is widely adopted in the social sciences as a rigorously developed framework for conceptualizing social interactions. Design/methodology/approach – The article bridges Fiske's relational models framework and Kumar et al.'s customer engagement value framework, and conceptually demonstrates that customers employing different relational models for the service firm are likely to generate different types of customer engagement value for the firm. Findings – The article demonstrates conceptually that customers' relational models, schemata, and scripts influence how consumers engage with the firm and the type of customer engagement value accruing to the firm. Research limitations/implications – This research has implications for service firms' relationship strategies. First, service marketers can determine the desired customer engagement value(s) and then craft their customer relationship strategy so that it maximizes those engagement value(s). The article suggests relationship strategies that service firms may implement for encouraging customers to adopt different relational models. Originality/value – No research has bridged relational models theories and customer engagement value theories.

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Journal articles on the topic 'Social customer relationship management'

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