Siga este enlace para ver otros tipos de publicaciones sobre el tema: Social Customer Relationship Management (SCRM).
Artículos de revistas sobre el tema "Social Customer Relationship Management (SCRM)"
Crea una cita precisa en los estilos APA, MLA, Chicago, Harvard y otros
Consulte los 50 mejores artículos de revistas para su investigación sobre el tema "Social Customer Relationship Management (SCRM)".
Junto a cada fuente en la lista de referencias hay un botón "Agregar a la bibliografía". Pulsa este botón, y generaremos automáticamente la referencia bibliográfica para la obra elegida en el estilo de cita que necesites: APA, MLA, Harvard, Vancouver, Chicago, etc.
También puede descargar el texto completo de la publicación académica en formato pdf y leer en línea su resumen siempre que esté disponible en los metadatos.
Explore artículos de revistas sobre una amplia variedad de disciplinas y organice su bibliografía correctamente.
1
Preckel, Alexander y Peter Weber. "Social Customer Relationship Management (SCRM)". Business + Innovation 2, n.º 3 (marzo de 2011): 45–53. http://dx.doi.org/10.1365/s35789-011-0027-y.
Texto completo
2
Kantorová, Kateřina y Pavel Bachmann. "Social Customer Relationship Management and Organizational Characteristics". Information 9, n.º 12 (2 de diciembre de 2018): 306. http://dx.doi.org/10.3390/info9120306.
Texto completoResumen
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.
3
Prasetyaningrum, Putri Taqwa, Irya Wisnubhadra y Suyoto Suyoto. "SOCIAL CUSTOMER RELATIONSHIP MANAGEMENT SEBAGAI STRATEGI BISNIS PADA BANK (STUDI KASUS DI BANK BPD DIY)". Telematika 13, n.º 1 (4 de enero de 2016): 52. http://dx.doi.org/10.31315/telematika.v13i1.1721.
Texto completoResumen
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
4
Păvăloaia, Vasile-Daniel, Elena-Mădălina Teodor, Doina Fotache y Magdalena Danileţ. "Opinion Mining on Social Media Data: Sentiment Analysis of User Preferences". Sustainability 11, n.º 16 (17 de agosto de 2019): 4459. http://dx.doi.org/10.3390/su11164459.
Texto completoResumen
Any brand’s presence on social networks has a significant impact on emotional reactions of its users to different types of posts on social media (SM). If a company understands the preferred types of posts (photo or video) of its customers, based on their reactions, it could make use of these preferences in designing its future communication strategy. The study examines how the use of SM technology and customer-centric management systems could contribute to sustainable business development of companies by means of social customer relationship management (sCRM). The two companies included in the study provide a general consumer good in the beverage industry. As such, it may be said that users interacting with the posts these companies make on their official channels are in fact customers or potential customers. The study aims to analyze customer reaction to two types of posts (photos or videos) on six social networks: Facebook, Twitter, Instagram, Pinterest, Google+ and Youtube. It brings evidence on the differences and similarities between the SM customer behaviors of two highly competitive brands in the beverage industry. Drawing on current literature on SM, sCRM and marketing, the output of this study is the conceptualization and measurement of a brand’s SM ability to understand customer preferences for different types of posts by using various statistical tools and the sentiment analysis (SA) technique applied to big sets of data.
5
Singh, Anurag. "Drive Customer Experience for Relationship Management through Actionable Social CRM". International Journal of Customer Relationship Marketing and Management 6, n.º 4 (octubre de 2015): 57–76. http://dx.doi.org/10.4018/ijcrmm.2015100104.
Texto completoResumen
Social CRM is gradually stirring into the conventional business strategies in spite of much hue and cry for unsecured process and stepping. Seeing people networked for the sustainable advantages of the companies, they are now being enabled by web 2.0 technologies. Web 2.0 technology is a hopeful breakthrough to modernize the CRM. In the process and implementation of the strategy, few of corporate giants have already jumped into the social CRM, and few are in the process of comprehension and the adoption. This paper aims to portray the process of social media in monitoring and fostering the relationship. The study talks about the detailed functioning of social CRM after having the investigation of the present famous social CRM process. Further an initiative is taken to explore the social CRM practices in Indian industries and to explain other functions of SCRM through cases, for capability building and healthy management.
6
Yohandy, Daniel Hadrian y Gilbert Gutabaga Hungilo. "SCRM Analysis of PT. SupermarketBangunan with a Balanced Scorecard Approach". Indonesian Journal of Information Systems 3, n.º 2 (18 de febrero de 2021): 105. http://dx.doi.org/10.24002/ijis.v3i2.4204.
Texto completoResumen
The use of social media is increasingly varied and full of innovation along with the development of information technology. Initially it was intended as a means of communicating in the digital world and socializing with other people without being limited by distance and time, but now it is starting to have value in the business world. The earliest known and used examples are usage for promotions, advertisements, and info about new services. However, as companies become aware of the value of social relationships with customers, social media is again taking part for companies to maintain relationships with their customers. For business purposes, risk is a problem that must be minimized and even avoided. The application of social media in business is still risky and a standard assessment is needed to assess whether the return value that will be obtained is worth it or not. Therefore, this research uses a case study of a building materials PT in implementing Social Customer Relationship Management in business processes and assesses it using the standards of the Balanced Scorecard.
7
Alisya Putri Rabbani, Andry Alamsyah y Sri Widiyanesti. "ANALISA INTERAKSI USER DI MEDIA SOSIAL MENGENAI INDUSTRI FINTECH MENGGUNAKAN SOCIAL NETWORK ANALYSIS (STUDI KASUS: GOPAY, OVO DAN LINKAJA)". Jurnal Mitra Manajemen 4, n.º 3 (26 de marzo de 2020): 341–51. http://dx.doi.org/10.52160/ejmm.v4i3.352.
Texto completoResumen
Financial technology (Fintech) mengalami pertumbuhan yang cukup pesat sejak awal kehadirannya di Indonesia. Fintech merupakan industri jasa finansial yang memanfaatkan teknologi sehingga memungkinkan penggunanya melakukan berbagai transaksi keuangan secara digital. Saat ini banyak fintech baru yang bermunculan di Indonesia, sehingga dibutuhkan strategi yg tepat untuk bisa bersaing dgn kompetitor. Analisis interaksi pengguna media sosial, biasa disebut dengan Electronic Word of Mouth (EWOM) dapat memberikan informasi yang dapat mendukung berbagai keputusan bisnis, salah satunya adalah terkait customer engagement. Tujuan dari penelitian ini adalah mengidentifikasi customer engagement yang terbentuk dari hasil implementasi Social Customer Relationship Management (SCRM) yang dilakukan oleh perusahaan. Data yang digunakan dalam penelitian ini adalah data sekunder yang merupakan data tweets berisi interaksi pengguna twitter mengenai 3 fintech di Indonesia yaitu GoPay, OVO, dan LinkAja. Analisis data dilakukan peneliti mengunakan metode social network analysis dengan menghitung properti jaringan dari ketiga objek penelitian. Hasil menunjukkan bahwa LinkAja mebentuk customer engagement lebih optimal lewat implementasi SCRM yang dilakukan perusahaan.
8
Galib, Mohammad Hasan, Khalid Ait Hammou y Jennifer Steiger. "Predicting Consumer Behavior: An Extension of Technology Acceptance Model". International Journal of Marketing Studies 10, n.º 3 (22 de agosto de 2018): 73. http://dx.doi.org/10.5539/ijms.v10n3p73.
Texto completoResumen
The purpose of this study is to examine the predictive power of the technology acceptance model (TAM) on customer’s intention to participate in the social customer relationship management (sCRM) program. Three additional constructs, perceived risk, user satisfaction, and perceived enjoyment were added to the original TAM. The collected data (n=264) were subject to statistical analysis of structural equation modeling, exploratory and confirmatory factor analysis. The study reveals that TAM by itself is not a robust model to predict customer’s intention to participate in the sCRM program. Among the original constructs of TAM, attitude is the only determinant of intention. The impact of perceived usefulness and perceived ease of use was not significant on intention. Among the extended variables, perceived risk is the only variable that significantly influenced intention; perceived enjoyment and user satisfaction did not have any impact on intention. By applying the TAM to the sCRM, this study extends the overall body of the theoretical knowledge surrounding technology acceptance.
9
Diniyati, Della, Agung Triayudi y Ira Diana Sholihati. "Analisa Interaksi Pengguna Media Sosial Perusahaan Sekuritas di Indonesia Saat Covid-19 menggunakan Social Network Analysis (Studi Kasus: Indopremier dan Bursa Efek Indonesia)". Jurnal JTIK (Jurnal Teknologi Informasi dan Komunikasi) 4, n.º 2 (6 de diciembre de 2020): 72. http://dx.doi.org/10.35870/jtik.v5i1.166.
Texto completoResumen
The development of information technology, especially social media users, is increasing. Many securities companies make use of technology so that users can make various transactions and search for information digitally. This can be used in online marketing strategies and information dissemination, one of which is Twitter. Users can disclose known information and this information is User Generated Content (UGC), which is the track record left behind. Twitter user interaction analysis can provide information that supports various business decisions, such as customer engagement. This research takes advantage of the Covid-19 phenomenon in which the stock market has experienced a global downturn. The purpose of this study is to determine the level of awareness and identify customer engagement from the results of the implementation of Social Customer Relationship Management (SCRM) by the company. This study uses the Social Network Analysis (SNA) method, with secondary data in the form of tweets of Twitter user interactions regarding 2 securities companies, IndoPremier, and the Indonesia Stock Exchange. The result is that IndoPremier is a securities company that is superior in informing optimal customer engagement through the implementation of SCRM.Keywords:Social Network Analysis, User Generated Content, Social Customer Relationship Management, COVID-19.
10
Lak, Behzad y Jalal Rezaeenour. "Effective Factors of Social Customer Knowledge Management (SCKM) in Organisations: Study of Electronic Service Providers in Iran". Journal of Information & Knowledge Management 16, n.º 02 (25 de abril de 2017): 1750014. http://dx.doi.org/10.1142/s0219649217500149.
Texto completoResumen
Nowadays, appropriate management strategies and competitive advantage for most organisations need developing an integrative architecture based on customers’ knowledge. One of the most important parts of this architecture is the process of Electronic Customer Relationship Management (ECRM) through social media. This study, shows these four interactions, including ECRM systems, types of customer knowledge, Knowledge Creation Processes and Social Media. In other words, this research examines the effective factors on SCKM framework due to concepts of KM, Knowledge (for/from/about) customer, Customer Knowledge Management (CKM), ECRM and Social Media. This research uses a combination of qualitative and quantitative approaches. First, the conceptual framework has been developed based on the grounded theory method. Then, the extracted model has been examined and confirmed by Structural Equation Modelling (SEM) and Confirmatory Factor Analysis. So, effective factors of Social Customer Knowledge Management (SCKM) among Iranian electronic service providers have been presented. They include effective parameters for determining the level of SCKM acceptance in six main dimensions: Causal Conditions (five effective factors), Phenomenon (one effective factor), Strategies (seven effective factors), Context (three effective factors), Concequences (two effective factors) and Intervening Conditions (four effective factors). The developed model can be used as a scientific, theoretical and fundamental framework for maturity assessment of organisations with the aim of establishing SCKM systems.
11
Hong, Jiangtao, Zhihua Zhou, Xin Li y Kwok Hung Lau. "Supply chain quality management and firm performance in China's food industry—the moderating role of social co-regulation". International Journal of Logistics Management, The 31, n.º 1 (10 de febrero de 2020): 99–122. http://dx.doi.org/10.1108/ijlm-05-2018-0124.
Texto completoResumen
PurposeThe purpose of this paper is to investigate the relationships between supply chain quality management (SCQM) and firm performance (including quality safety performance and sales performance) leveraging social co-regulation as a moderator.Design/methodology/approachUsing survey data collected from 203 food manufacturers in China, a series of hierarchical linear modeling analyses were conducted to test hypotheses on the relationships between SCQM and firm performance.FindingsThe findings are threefold. First, all three dimensions of food SCQM practices, i.e., supplier quality management, internal quality management, and customer quality management, have significant positive effects on an enterprise's quality safety performance and sales performance. Second, SCQM practices can also increase sales performance indirectly through quality safety performance as a mediator. Third, while social co-regulation has no significant effect on the relationship between supplier quality management and quality safety performance, it has a significant moderating effect on the relationship between internal quality management and quality safety performance, customer quality management and quality safety performance.Research limitations/implicationsThis study not only integrates SCQM with social co-regulation but also explores the regulating effect of social co-regulation through empirical analysis, thereby providing a theoretical base for future research. However, this research is confined to China and so the results are not necessarily generalizable to other countries.Practical implicationsThe findings inform managers of the importance in enhancing awareness of food quality and safety as well as in improving their sensitivity to salient quality demands of external stakeholders in order to achieve better SCQM practices. The findings can also inform policymakers of the significance in designing a systematic multi-agent cooperation mechanism for food SCQM as well as to build an effective information sharing mechanism for social co-regulation of food safety.Originality/valueThis study contributes to knowledge by empirically examining the relationships of SCQM practices with firm performance. It also expands the scope of SCQM research by incorporating social co-regulation in the study framework.
12
Swierczek, Artur. "The role of manufacturer in supply chain transformation from intransitive into transitive triads: implications for the network rent". Supply Chain Management: An International Journal 24, n.º 4 (11 de junio de 2019): 445–68. http://dx.doi.org/10.1108/scm-10-2018-0341.
Texto completoResumen
PurposeThis study aims to investigate the link between manufacturer relational embeddedness, manufacturer influence and supplier-customer relational embeddedness and their resulting impact on the network rent.Design/methodology/approachLeveraging the theoretical lens of social exchange theory and the relational view and utilizing the survey data derived from the transitional triadic supply chains, the authors used multiple regression analysis and the partial least squares (PLS) path model. The regression analysis with interaction effects is used to indicate the network rent, while the PLS path model is applied to investigate the link between manufacturer relational embeddedness, manufacturer influence and supplier-customer relational embeddedness and their subsequent impact on the network rent.FindingsThe authors empirically establish that manufacturer relational embeddedness, as a higher-order factor, can comprise both upstream and downstream relational embeddedness. The research also demonstrates that manufacturer relational embeddedness significantly contributes to the manufacturer’s eagerness to form a direct link between the supplier and the customer, and the manufacturers report a significant ability to affect this relationship. Likewise, the study shows that supplier-customer relational embeddedness significantly and positively affects the network rent. In addition, the study implies that supplier-customer relational embeddedness is a mediator between manufacturer influence and the network rent, while manufacturer influence is a suppressor variable, which increases the negative relationship between manufacturer relational embeddedness and supplier-customer relational embeddedness.Research limitations/implicationsThe research makes three key contributions. First, this study, as one of very few, simultaneously embraces context, intervention, mechanism and outcome, while investigating the role of manufacturer (its relational embeddedness and influence) in promoting supplier-customer relational embeddedness, and its resulting effect on the network rent. Further on, to the best of the authors’ knowledge, this is the first empirically based study that demonstrates to what extent the manufacturer is capable of fostering supplier-customer relational embeddedness, thus favoring the transposition from the intransitive into the transitive triadic supply chains. Finally, to date, the concept of network rent has been mostly conceptualized as the theoretical construct with no empirical evidence. This research offers guidance for manufacturers in managing the relationships between the supplier and the customer to yield the highest network rent.Originality/valueThis study provides a novel approach to investigating the role of manufacturer and relational embeddedness in yielding the network rent in the transitional triadic supply chains.
13
Pérez Mesa, Juan Carlos y Emilio Galdeano-Gómez. "Collaborative firms managing perishable products in a complex supply network: an empirical analysis of performance". Supply Chain Management: An International Journal 20, n.º 2 (9 de marzo de 2015): 128–38. http://dx.doi.org/10.1108/scm-06-2014-0185.
Texto completoResumen
Purpose – This purpose of this study is to provide empirical evidence of how cooperation is related to suppliers’ performance, a relationship that is thought to be affected by the type of customer and the extent to which the market is diversified. It analyzes horticultural exporting firms in southeastern Spain, which are the main suppliers of European markets. Together with their primary customers (large-scale retail companies such as Carrefour, Tesco and Aldi), these firms constitute a complex supply network composed of a variety of agents and sales channels. This network will be studied from the perspective of the supplier–supplier relationship that is critical to their survival. Design/methodology/approach – Starting with a detailed description of Europe’s vegetable supply chain, a hierarchical regression is used with an index of cooperation intensity, moderated by retail sales and market concentration. The authors test the hypotheses using panel data on a set of 118 horticultural marketing firms in southeast Spain for the period 2009-2011. Findings – Cooperation strategies are shown to have positive effects on performance (market creation, promotion, quality, training, joint supply purchases and research ventures). Moreover, the retail channel and market diversification are observed to have a positive effect on the relationship between cooperation and the supplier’s performance. They demonstrate that active cooperation strategies have a greater bearing on performance in those firms whose primary customers are retailers. This circumstance provides evidence of the synergies and benefits that may arise when the supplier integrates the retailer in the supply chain, but which do not arise with other types of customers. Research limitations/implications – Although this study refers to a specific sector (fruits and vegetables) and the statistical results are limited, they provide insights that may assist in understanding how other perishable produce-related industries work: such industries share many common features. Practical implications – A more stable relationship between suppliers and retailers in the perishable produce market will render the supply firm more cooperative, competitive and profitable. Increased performance does not arise from the better conditions and improved sales power offered by the customer but instead from the adaptability of the supplier. Likewise, market diversification drives the supply firm toward a cooperative strategy, making it more profitable and competitive. As a practical norm, market diversification alone will not have positive results on performance unless the firm proves capable of enhancing its capacity for cooperation. Social implications – Proper management of the agricultural produce supply chain has repercussions on all of the members of that chain, although special emphasis should be placed on producers and consumers. The availability of food, its quality and its safety depend on management during the production phase. Along these lines, and more specifically for the consumer, this work is relevant because the sector analyzed accounts for 40 per cent of the vegetables consumed in Europe. Originality/value – This article defends the supplier–supplier relationship as the starting point for the analysis of a supply network. In certain sectors, the suppliers’ ability both to solve their clients’ problems and to be profitable is conditioned on maintaining the network and, therefore, the basic focus must center on analyzing their relationships, always including the customer, who has a direct or indirect influence on those relationships. Previous research has not comprehensively addressed this issue, let alone that of a sector with agile and perishable products in which, due to its nature, decision-making about market destinations and sales channels is the order of the day.
14
Soares, Anabela, Ebrahim Soltani y Ying-Ying Liao. "The influence of supply chain quality management practices on quality performance: an empirical investigation". Supply Chain Management: An International Journal 22, n.º 2 (13 de marzo de 2017): 122–44. http://dx.doi.org/10.1108/scm-08-2016-0286.
Texto completoResumen
Purpose The extant literature highlights the notable lack of a consensus among operations and supply chain management scholars regarding the theoretical underpinnings and associated empirical evidence for the performance impact of supply chain quality management (SCQM) practices on quality. The purpose of this paper is to redress this imbalance in the literature through empirical examination of the relationship between SCQM practices and quality performance outcomes. Design/methodology/approach In accordance with the research aim, a quantitative approach was adopted, and a multi-item scale Web-based survey was designed to collect primary data. A total number of 325 questionnaires were collected from a sample of UK-based manufacturing companies. Factor analysis, internal consistency and multivariate regressions were used to validate the multi-item scale and test the hypotheses. Findings The findings confirm the proposed hypotheses and reveal statistically significant results for the performance impact of SCQM practices on quality at an aggregate level. However, the results of the individual level analysis of SCQM practices appear to vary from practice to practice. Of various SCQM practices, customer focus with the highest beta value (i.e. ß = 0.303; t-value = 6.120; p = 0.000) was found to have the greatest impact on quality performance. Practical implications The findings encourage managers to place high priority on both inter-firm and intra-firm relationships as prerequisites for achieving superior quality performance. The propositions and the results of the study provide managers with some guidelines about effective management of upstream, midstream and downstream supply chain networks and awareness of the potential synergies arising from the combined effects of SCQM practices that could bring about desired quality performance outcomes across the entire supply chain network. Originality/value Real and sustainable quality performance often requires an equal focus on both intra- and inter-firm relationships among supply chain partners. Therefore, effective management of quality across the entire supply chain is deemed essential if a firm is to smoothly supply high-quality products and services to customers. But little research has been devoted to understanding conceptual underpinnings of SCQM as well as empirical support and validation for the conceptualisation and measurement of SCQM practices. Based on the insights gained from social network theory, this paper makes an attempt to address this gap and examine the impact of SCQM practices on quality performance.
15
Swierczek, Artur. "Manufacturer structural embeddedness and the network rent: the intervening role of relational embeddedness in the triadic supply chains". Supply Chain Management: An International Journal 24, n.º 3 (7 de mayo de 2019): 334–54. http://dx.doi.org/10.1108/scm-06-2018-0232.
Texto completoResumen
Purpose The purpose of this paper is to investigate whether the manufacturer that occupies the central position in the triadic supply chain is capable of enhancing relationships within both dyads to produce the network rent and extra profit shared among all supply chain actors. Design/methodology/approach The paper opted for an exploratory study using a survey of triads forming supply chains. To reveal the capability of yielding the network rent in the examined triads, multiple regression analysis with Interaction effects was used. Having confirmed the existence of supernormal profit, the partial least square path model was developed to investigate the effects of manufacturer structural embeddedness on relational embeddedness and the resulting impact on the network rent. Findings The obtained findings show that manufacturer structural embeddedness has a direct and positive effect on relational embeddedness and relational embeddedness of two dyads (represented as a higher order factor) has a direct and positive effect on the network rent. In addition, relational embeddedness mediates the positive relationship between manufacturer structural embeddedness and network rent, as the null model with no mediation appears to underestimate the direct and positive effect between manufacturer structural embeddedness and the network rent. Research limitations/implications The study makes three key contributions. First, it extends the application of both relational and structural embeddedness to grasp the network architecture of the triadic supply chain. Second, the concept of manufacturer structural embeddedness is used to elaborate on the role of the manufacturer in establishing relationships of high quality with the supplier and the customer. In connection to the previous point, the calculated network rent demonstrates that establishing collaborative relationships in triadic supply chains may bring a significant supernormal profit, derived as the outcome of mutual interplay between the relational performances of two dyads. Practical implications The study shows that manufacturers intending to use their central position to develop collaborative relationships with both partners, and the supplier and the customer, ought to appreciate the role of social ties embedded in interorganizational networks. The paper also implies that in parallel with using formal contracts as a governance mechanism, the manufacturer centrally positioned in the triadic supply chains ought to deliberately shape relational embeddedness of both dyads. Finally, managers can consider the ways to enhance relational embeddedness in a triad by improving relational embeddedness of a certain dyad. Originality/value This study provides a novel framework for studying two basic dimensions of embeddedness (structural and relational) and their impact on the network rent in triadic supply chains that goes beyond the dyadic perspective and incorporates the extended supply chain.
16
Allamsyah, Zuhdi y Agus Mansur. "System design of blood supply chain management based on Supplier Customer Relationship Management (SCRM) approach". MATEC Web of Conferences 154 (2018): 01086. http://dx.doi.org/10.1051/matecconf/201815401086.
Texto completoResumen
Blood supply chain management is very complex system. By considering blood’s demand that characterized as stochastic, therefore information and communication among stakeholders are considered as important cycle in supply chain. This research is objected to design interactive communication model based on information technology with android as platform to create effective customer-supplier relationship to support Customer Relationship Management or better known as CRM. The methods that suggested in designing its information system are Quality Function Deployment (QFD) approach, Kano Model and Morphological Chart. From mentioned methods, attributes of design and specification priorities of purposed android system technology design are established. Attributes of design will be adjusted with customers’ requirements derived from customer voice that will further be integrated with technical responds in QFD. Technical responds will provide priorities on each design’s attribute of android information system and will be forwarded to the specifications determination by using morphological chart. Later, work flow of design system will be generated by using Data Flow Diagram (DFD). The result of the research will demonstrate the design of information system technology based on android that already adjusted with the requirement of donors as means of communication between suppliers and customers in blood supply chain.
17
Dewnarain, Senika, Haywantee Ramkissoon y Felix Mavondo. "Social customer relationship management: a customer perspective". Journal of Hospitality Marketing & Management 30, n.º 6 (13 de abril de 2021): 673–98. http://dx.doi.org/10.1080/19368623.2021.1884162.
Texto completo
18
Alt, Rainer y Olaf Reinhold. "Social Customer Relationship Management (Social CRM)". Business & Information Systems Engineering 4, n.º 5 (6 de septiembre de 2012): 287–91. http://dx.doi.org/10.1007/s12599-012-0225-5.
Texto completo
19
Alt, Rainer y Olaf Reinhold. "Social-Customer-Relationship-Management (Social-CRM)". WIRTSCHAFTSINFORMATIK 54, n.º 5 (6 de septiembre de 2012): 281–86. http://dx.doi.org/10.1007/s11576-012-0330-6.
Texto completo
20
Sigala, Marianna. "Implementing social customer relationship management". International Journal of Contemporary Hospitality Management 30, n.º 7 (9 de julio de 2018): 2698–726. http://dx.doi.org/10.1108/ijchm-10-2015-0536.
Texto completoResumen
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.
21
Kilubi, Irène y Helen Rogers. "Bridging the gap between supply chain risk management and strategic technology partnering capabilities: insights from social capital theory". Supply Chain Management: An International Journal 23, n.º 4 (11 de junio de 2018): 278–92. http://dx.doi.org/10.1108/scm-02-2017-0091.
Texto completoResumen
Purpose As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016). Design/methodology/approach The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background. Findings Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness. Originality/value This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.
22
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, n.º 6 (2013): 1641–56. http://dx.doi.org/10.9761/jasss_338.
Texto completo
23
Baird, Carolyn y Gautam Parasnis. "From social media to social customer relationship management". IEEE Engineering Management Review 41, n.º 3 (2013): 48–55. http://dx.doi.org/10.1109/emr.2013.6596548.
Texto completo
24
Heller Baird, Carolyn y Gautam Parasnis. "From social media to social customer relationship management". Strategy & Leadership 39, n.º 5 (6 de septiembre de 2011): 30–37. http://dx.doi.org/10.1108/10878571111161507.
Texto completo
25
Chakkol, Mehmet, Max Finne, Jawwad Z. Raja y Mark Johnson. "Social capital is not for sale: a supply network perspective on mergers and acquisitions". Supply Chain Management: An International Journal 23, n.º 5 (13 de agosto de 2018): 377–95. http://dx.doi.org/10.1108/scm-02-2017-0052.
Texto completoResumen
Purpose Mergers and acquisitions (M&As) often lead to significant changes in the focal supply networks, hence disrupting firm-level relationships. Little is known about the supply network implications of M&As, which can be a major issue, especially for firms acquiring competitors that share suppliers, customers and associated resources. Using social capital as a theoretical lens, this research aims to investigate the implications of an acquisition on supply network relationships. Design/methodology/approach The acquisition of a large truck manufacturer by its competitor is investigated using an exploratory case study methodology. A total of 24 interviews were conducted across ten companies in the focal supply network with an analysis of financial data. Findings The findings from the study provide evidence that firms seeking to acquire such relationships cannot directly buy the social capital embedded within those relationships. They identify pre-acquisition characteristics and post-integration factors to understand how the supply network as a whole draws on the structural, cognitive and relational dimensions of social capital to address discrepancies in the merging network. Originality/value This study depicts an empirically grounded, theory-based account of a post-acquisition supply network integration process, showing how an M&A can drastically impact customer and supplier network relationships. The main contribution of this paper lies in extending our understanding of how social capital cannot be simply transferred from one organisation to another during an M&A. Rather, this work illustrates how social capital in supply networks is transformed by considering the pre- and post-acquisition social capital dynamics of the merging networks.
26
Hove-Sibanda, Progress, Marumo Motshidisi y Paul Agu Igwe. "Supply chain risks, technological and digital challenges facing grocery retailers in South Africa". Journal of Enterprising Communities: People and Places in the Global Economy 15, n.º 2 (5 de marzo de 2021): 228–45. http://dx.doi.org/10.1108/jec-05-2020-0104.
Texto completoResumen
Purpose The purpose of this paper is to examine the risks, innovations and technological enablers or barriers to the efficiency of the supply chain risk management (SCRM) implementation in the retail sector of South Africa. Design/methodology/approach This study applied a qualitative research approach by conducting interviews with grocery retail store managers. Through convenience sampling, 12 representatives from 12 stores (1 representative per store was interviewed at each of the 12 stores) were interviewed. Findings This study mainly found that most of the grocery retail stores experience late deliveries, damaged stock, theft, high fuel costs and expired stock from their respective suppliers. It was found that firms are faced with similar supply chain risks. In addition, innovations and technologies such as the internet of things (IoT) and social media are making an impact in wider industrial change. Practical implications Adaptation of efficient and effective SCRM has had implications for practice related to improvements in the retail stores’ supply chain, the profitability of retail stores, marketing, promotions and consumer experiences. Originality/value This study is unique as it provides new insight into variables that affects the quality of service in the retail sector; customer service in the retail sector; innovations and technology help mitigate SCRM experienced in the retail sector from a developing country perspective.
27
Low, Kim Cheng Patrick y Muhammad Anshari. "Incorporating social customer relationship management in negotiation". International Journal of Electronic Customer Relationship Management 7, n.º 3/4 (2013): 239. http://dx.doi.org/10.1504/ijecrm.2013.060700.
Texto completo
28
Paliouras, Konstantinos y Kerstin V. Siakas. "Social Customer Relationship Management: A Case Study". International Journal of Entrepreneurial Knowledge 5, n.º 1 (1 de junio de 2017): 20–34. http://dx.doi.org/10.1515/ijek-2017-0002.
Texto completoResumen
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.
29
Ascarza, Eva, Peter Ebbes, Oded Netzer y Matthew Danielson. "Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns". Journal of Marketing Research 54, n.º 3 (junio de 2017): 347–63. http://dx.doi.org/10.1509/jmr.15.0442.
Texto completo
30
Diffley, Sarah, Patrick McCole y Elena Carvajal-Trujillo. "Examining social customer relationship management among Irish hotels". International Journal of Contemporary Hospitality Management 30, n.º 2 (12 de febrero de 2018): 1072–91. http://dx.doi.org/10.1108/ijchm-08-2016-0415.
Texto completoResumen
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.
31
Anshari, Muhammad y Mohammad Nabil Almunawar. "Social customer relationship management, election and political campaign". International Journal of Electronic Customer Relationship Management 11, n.º 4 (2018): 332. http://dx.doi.org/10.1504/ijecrm.2018.096239.
Texto completo
32
Anshari, Muhammad y Mohammad Nabil Almunawar. "Social customer relationship management, election and political campaign". International Journal of Electronic Customer Relationship Management 11, n.º 4 (2018): 332. http://dx.doi.org/10.1504/ijecrm.2018.10017456.
Texto completo
33
Chan, Irene Cheng Chu, Davis Ka Chio Fong, Rob Law y Lawrence Hoc Nang Fong. "State-of-the-art social customer relationship management". Asia Pacific Journal of Tourism Research 23, n.º 5 (25 de abril de 2018): 423–36. http://dx.doi.org/10.1080/10941665.2018.1466813.
Texto completo
34
Diffley, Sarah y Patrick McCole. "Extending customer relationship management into a social context". Service Industries Journal 35, n.º 11-12 (7 de julio de 2015): 591–610. http://dx.doi.org/10.1080/02642069.2015.1062882.
Texto completo
35
Dewnarain, Senika, Haywantee Ramkissoon y Felix Mavondo. "Social customer relationship management: An integrated conceptual framework". Journal of Hospitality Marketing & Management 28, n.º 2 (15 de octubre de 2018): 172–88. http://dx.doi.org/10.1080/19368623.2018.1516588.
Texto completo
36
Fierro Hernandez, Daniel y Abubaker Haddud. "Value creation via supply chain risk management in global fashion organizations outsourcing production to China". Journal of Global Operations and Strategic Sourcing 11, n.º 2 (18 de junio de 2018): 250–72. http://dx.doi.org/10.1108/jgoss-09-2017-0037.
Texto completoResumen
Purpose The increased complexity of global supply chains and its inherent risk requires the re-evaluation of the SCRM discipline as a source of value creation for shareholders. This paper aims to unveil the areas that require more focus considering the point of view of Chinese manufacturers, and following a social constructivist approach oriented to fashion organizations outsourcing to China, unveil the elements driving the point of SCRM strategies. Design/methodology/approach The authors studied the existing body of knowledge related to SCRM and developed a model to quantify the influence of macro and micro risk factors to the different operations performance indicators. This model was used in a survey to 61 Chinese manufacturers of fashion products, while at the same time, an interview to 20 members of the SC group of fashion companies around the globe was conducted to understand the qualitative and quantitative elements shaping their SCRM initiatives. Findings The study shows that, while supply, manufacturing and demand risk remain as the main factors hindering value creation in the industry, the addition of the manufacturer’s perspective proves that other elements that are less evident to the customer, such as macro-social and micro-infrastructure (transportation, financial and information), require more attention. Additionally, it was noted that the influence of the different risk factors is different for the different performance indicators of quality, speed, cost, dependability and flexibility. Finally, it shows that current SCRM programs tend to be simplified methods of trial and error, fed with incomplete KPIs, shaped by the experience and priorities of dominant stakeholders and prompt to potential agency costs and focused on the short term. Research limitations/implications The focus on the fashion industry led to relatively small sample sizes for surveys and interviews. Although some patterns are identified, studies with larger sample sizes could facilitate the statistical analysis of unique characteristics in the different sub-groups. Additionally, the use of cross-sectional research designs that include survey techniques has the limitation of not explaining processes over time. Future reference to this work can be complemented with a new study to unveil the latest priorities. Practical implications This study shows that, to create value, fashion organizations first need to determine the operational elements that create value for them and then focus their limited resources on the risk elements that have proved more influence. The authors offer a systematic framework to measure the risk associated with global outsourcing; it can be used by organizations outsourcing globally to make strategic decisions, including potential outsourcing locations, to allocate resources across categories and to evaluate changes over time. Finally, the interview with SC practitioners shows that, to advance toward its objective of value creation, the SCRM discipline requires cross-collaboration and a holistic approach supported by more systematic processes that can reduce bias and potential agency costs. Originality/value This study offers insights about contemporary factors affecting the value creation function for fashion organizations outsourcing production to China and a more holistic approach vs other studies by including: a wider and more relevant categorization of risk factors, the perspective of Chinese manufacturers and the view of SC practitioners around the world. This study also develops a model to explain the cycle of SCRM in fashion organizations and the most common traps hindering its execution.
37
García-Crespo, Ángel, Ricardo Colomo-Palacios, Juan Miguel Gómez-Berbís y Fernando Paniagua Martín. "Customer Relationship Management in Social and Semantic Web Environments". International Journal of Customer Relationship Marketing and Management 1, n.º 2 (abril de 2010): 1–10. http://dx.doi.org/10.4018/jcrmm.2010040101.
Texto completoResumen
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.
38
BANCHOURI, Nassiba. "THE ROLE OF SOCIAL MEDIA IN CUSTOMER RELATIONSHIP MANAGEMENT". Route Educational and Social Science Journal 7, n.º 47 (1 de enero de 2020): 483–98. http://dx.doi.org/10.17121/ressjournal.2625.
Texto completo
39
M. Olszak, Celina y 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.
Texto completo
40
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.
Texto completo
41
Kim, Hyun Gon y Zhan Wang. "Defining and measuring social customer-relationship management (CRM) capabilities". Journal of Marketing Analytics 7, n.º 1 (22 de octubre de 2018): 40–50. http://dx.doi.org/10.1057/s41270-018-0044-8.
Texto completo
42
Woodcock, Neil, Nick Broomfield, Geoff Downer y Michael Starkey. "The evolving data architecture of social customer relationship management". Journal of Direct, Data and Digital Marketing Practice 12, n.º 3 (enero de 2011): 249–66. http://dx.doi.org/10.1057/dddmp.2010.45.
Texto completo
43
Swierczek, Artur. "Relational orientation of triadic supply chains with structural holes: an empirical comparison of rents derived from bridging the structural holes". Supply Chain Management: An International Journal 25, n.º 5 (16 de abril de 2020): 565–83. http://dx.doi.org/10.1108/scm-10-2019-0382.
Texto completoResumen
Purpose First, the paper aims to explore the ability of the actor sitting on the structural hole to achieve the additional rent, which is modeled as the outcome of joint effect between the relational performances of two dyads (supplier–buyer and buyer–customer) within the triadic supply chains. Second, the paper seeks to empirically compare the value of additional rent among different structural hole states of triadic supply chains. Design/methodology/approach Building upon the theoretical tenets of social capital theory, complemented by the underpinnings of relational view, this research uses survey data gathered from the triadic supply chains in Europe. To conduct necessary processing, the multivariate statistical analyses have been performed. Findings The findings suggest that the rent is actually yielded by the actors bridging the structural hole in the triadic supply chain; however, its value, as evidenced in the study, is diverse regarding the specific structural hole state. More specifically, the highest value of rent is generated by the buyer establishing cooperative posture of both dyads in the triadic supply chains. The value of rent close to zero is revealed in the triadic supply chains with negative relational posture of both dyads. Interestingly, the lowest level of rent produced by the buyer from bridging the structural hole is reported with the triadic supply chains in which one dyad demonstrates a more cooperative relational posture, whereas the other one indicates an adversarial relational posture. Not only does this result suggest that there is no rent, but it even goes further to indicate a negative return (or loss) derived by the manufacturer in this group of triadic supply chains. Research limitations/implications The study is limited to the relational posture, either strong or weak; therefore, it would be worthwhile to examine a wider spectrum of behaviors, based on the adversarial relationships, deprived of mutual trust, when both actors in a dyad act opportunistically and antagonistically. Moreover, regarding the research method used, the case study is usually deemed to be more appropriate to deeply grasp the complex issues of social behavior. Finally, caution should also be exercised while generalizing the results obtained from the research. Practical implications For practicing supply chain managers, this study points that that it is likely that both actors collaborating with the buyer (the supplier and the customer) also enjoy additional benefits offered by the rent. Importantly for managers, regardless of the effort made by the focal actor, the careless attitude and independence of suppliers and customers may make it hard or even impossible for the buyer to establish triads that include relationships of high quality. Social implications In terms of social implications, this study brings to the fore that not only are the buyers driven by self-interest but they may be also guided by ethical and social rules when interacting with suppliers and customers in their triads. This research evidenced that the buyer in the triadic supply chain can act as the moderator that tends to simultaneously establish a strong relational posture to two other actors in such a way that the joint effect of relational performance generated by both dyads significantly contributes to the higher level of buyer’s individual performance. Originality/value The study investigates whether and how establishing relational posture of two dyads in the triadic supply chains can affect the additional rent for the buyer derived from bridging the structural hole.
44
Zheng, Qinqin, Miao Wang y Zhiqiang Li. "Rethinking ethical leadership, social capital and customer relationship". Journal of Management Development 30, n.º 7/8 (19 de julio de 2011): 663–74. http://dx.doi.org/10.1108/02621711111150182.
Texto completo
45
Kocev, Stojan y Dusko Kocev. "CUSTOMER RELATIONSHIP MANAGEMENT IN HEALTH ORGANIZATION". Knowledge International Journal 30, n.º 6 (20 de marzo de 2019): 1691–700. http://dx.doi.org/10.35120/kij30061691k.
Texto completoResumen
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.
46
Maecker, Olaf, Christian Barrot y Jan U. Becker. "The effect of social media interactions on customer relationship management". Business Research 9, n.º 1 (10 de febrero de 2016): 133–55. http://dx.doi.org/10.1007/s40685-016-0027-6.
Texto completo
47
Desai, Darshan. "Role of Relationship Management and Value Co-Creation in Social Marketing". Social Marketing Quarterly 15, n.º 4 (25 de noviembre de 2009): 112–25. http://dx.doi.org/10.1080/15245000903304619.
Texto completoResumen
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.
48
Bhatti, Muhammad Azhar, Muhammad Farhan, Munawar Javed Ahmad y Muhammad Naeem Sharif. "The Impact of Social CRM Capabilities and Customer Engagement on the Firm Performance: Mediating Role of Social Media Usage". Pakistan Journal of Humanities and Social Sciences 7, n.º 3 (30 de septiembre de 2019): 313–24. http://dx.doi.org/10.52131/pjhss.2019.0703.0089.
Texto completoResumen
This research aims to analyze the impact of social customer relationship management (CRM) capabilities and customer engagement on the firm performance in the textile industry of Pakistan. Another purpose of the article is to examine the mediating role of social media usage on the nexus of social CRM capabilities, customer relationship management and firm performance. The customer relation officers of textile industry situated in the Punjab province of Pakistan are the respondents and data were gather by using questionnaires and PLS-SEM was employed for hypotheses testing. The findings revealed that social CRM capabilities and customer engagement have positive nexus with the firm performance while social media usage positively mediates the relationship among the social CRM capabilities, customer relationship management and firm performance. These findings provide the guidance to the regulations making authorities that they should enhance their emphasis on the CRM capabilities, employee engagement and social media usage that enhance the firm performance.
49
Al-Gasawneh, Jassim Ahmad, Khalid N. AlZubi, Nawras M. Nusairat, Abdullah Matar Al-Adamat, Marhana Mohamed Anuar, Ra’d Almestrihi y Bader Ayed Al Qaied. "The interaction of social CRM between CRM performance and marketing performance in hotels". International Journal of Data and Network Science 5, n.º 4 (2021): 745–56. http://dx.doi.org/10.5267/j.ijdns.2021.7.006.
Texto completoResumen
In recent times, there has been a significant decline in hotel occupancy rates, and this is primarily due to marketing performance. Hoteliers and the decision-makers are thus seeking new strategies to increase occupancy rates by enhancing marketing performance. The present work examined the relationship between customer relationship management performance and marketing performance by considering the moderating role of social customer relationship management on this relationship. In this work, both the “Resource-Based View Theory” and “Social Exchange Theory” were employed. Data from hotel managers in Jordan were collected, with 139 responses being collected and analyzed altogether. “Smart Partial Least Squares” were used for the analysis process, which showed that customer relationship management performance positively impacted marketing performance, and that Social customer relationship management also had a positive effect on marketing performance. Moreover, the relationship between customer relationship management performance and marketing performance is enhanced through social customer relationship management. These findings can be used by hoteliers to develop effective marketing strategies using new technology and communication tools.
50
Yeh, Ying-Pin. "Corporate social responsibility and service innovation on customer loyalty". International Journal of Bank Marketing 33, n.º 6 (7 de septiembre de 2015): 823–39. http://dx.doi.org/10.1108/ijbm-09-2014-0130.
Texto completoResumen
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.