Despite the hype surrounding Artificial Intelligence (AI), the potential of AI in customer relationship management (CRM) remains underexplored in academia. A between-subjects experiment examined the ...effects of the type of relationship (virtual assistantship versus virtual friendship) consumers build with AI-enabled chatbots on brand personality perception, parasocial interaction (PSI), and CRM. The main effects of the relationship type on brand personality perception appeared for competent brand personality, but not for sincere brand personality. The consumer-chatbot relationship type had effects on CRM-related outcomes (behavioral intention, satisfaction, and trust) through competent brand personality. Consumers who interacted with a friend chatbot experienced stronger PSI with the chatbot, and the relationship type had an influence on brand personality perception through PSI. This mediating effect of PSI was observed for both brand personalities - competence and sincerity. The moderating role of ideological views (technopians versus luddites) in explaining the effect of the relationship type on brand personality perception was detected for sincere brand personality. AI designers and marketers need to develop AI user interface (UI) and user experience (UX) along with marketing strategies that not only can appeal to technopians ready to adopt innovative AI customer representatives but also can ultimately help alleviate luddites’ AI anxiety in the emerging “feeling economy” envisioned by Rust and Huang.
•Chatbots can form virtual assistantship versus virtual friendship with customers.•Chatbots can represent a brand in customer relationship management (CRM).•Brand personality perception and parasocial interaction (PSI) affect CRM.•Virtual friend chatbots induce stronger PSI than virtual assistant chatbots.•Technopians and luddites respond differently to AI-manifested brand personality.
•We developed a conceptual model using the TOE framework to assess the antecedents of CRM adoption stages.•Data quality and integration, top management support and competitive pressure drive CRM ...evaluation and adoption.•Technology competence and CRM evaluation also drives CRM adoption whereas competitive pressure inhibits it.•Competitive pressure and CRM adoption positively influence CRM routinization.•Noticeable, each included construct influences every CRM adoption stage differently.
Despite the considerable benefits of CRM, there is a paucity of research considering CRM adoption stages (evaluation, adoption, and routinization). Thus, we developed a conceptual model using the technology-organisation-environment (TOE) framework to examine the antecedents that affect CRM adoption stages in firms. We used partial least squares structural equation modelling (PLS-SEM) with data from 277 firms to test the conceptual model. Data quality and integration, top management support and competitive pressure positively influence CRM evaluation. Technology competence, data quality and integration, top management support and CRM evaluation positively influence CRM adoption. However competitive pressure negatively affects CRM adoption. Finally, competitive pressure and CRM adoption positively influence CRM routinization. Interestingly, each included construct influences every CRM adoption stage differently.
Matrix certified reference materials (CRMs) play a critical role in analytical method validation and the assurance of reliable measurement results. A certified reference material (GBW(E)100813) for ...whole-wheat flour was developed to ensure an accurate and reliable measurement of the main Fusarium mycotoxins (deoxynivalenol (DON), nivalenol (NIV), deoxynivalenol-3-glucoside (DON-3G), and zearalenone (ZEN)). CRM candidates were prepared using sun-drying, grinding, sieving, homogenising, packaging, and gamma irradiation. The final produced CRM was packaged at 50 g per unit and stored at 20 °C. Certification was performed using isotope dilution-liquid chromatography–tandem mass spectrometry. CRM characterization was performed in eight laboratories in accordance with the requirements of ISO Guide 35. The certified values and expanded uncertainties (at a confidence of 95%, k = 2) for DON, NIV, DON-3G, and ZEN were determined to be 0.98 ± 0.12 mg/kg, 1.37 ± 0.20 mg/kg, 242 ± 35 μg/g, and 382 ± 50 μg/g. The CRM was sufficiently homogeneous between and within bottles, and remained stable for up to 12 months at 20 °C and 9 days below 40 °C for transportation. Thus, CRM can be used for quality control and method validation to ensure the accurate and reliable quantification of the main Fusarium mycotoxins in whole-wheat flour.
This study focuses on four key new-age technologies – the Internet of Things, Artificial Intelligence, Machine Learning, and Blockchain – and their respective roles in marketing. Specifically, the ...study examines each of these four technologies in depth, to understand their key elements, the domains in which they operate, and current use cases pertaining to these technologies. The adoption of these new-age technologies is expected to have an impact on the outcomes for firms and customers. However, these are dynamically evolving technologies that have not yet been completely explored and whose full potential has yet to be uncovered. This study presents some research questions that are pertinent to key entities (firms, customers, intermediaries, developers, and regulators), and which merit deeper investigation in the future. This study also highlights major areas that need managerial focus in the adoption of these new-age technologies.
•We assess revenue impact of adding bricks-and-mortar stores as a transaction channel.•We analyze frequency and size of orders, returns, and exchanges.•Store introduction mostly cannibalizes catalog ...sales frequency.•Store introduction increases returns and exchanges, and lifts total revenue by 20%.
A crucial decision firms face today is which channels they should make available to customers for transactions. We assess the revenue impact of adding bricks-and-mortar stores to a firm's already existing repertoire of catalog and Internet channels. We decompose the revenue impact into customer acquisition, frequency of orders, returns, and exchanges, and size of orders, returns, and exchanges. We use a multivariate baseline method to assess the impact of adding the physical store channel on these revenue components. As hypothesized, store introduction cannibalizes catalog sales and has much less impact on Internet sales. Also as hypothesized, returns and exchanges increase. Interestingly, transaction sizes of purchases, returns, and exchanges do not change. The “availability effect” produces a net increase in purchase frequency across channels. This more than compensates for increased returns, producing a net increase in revenues of 20% by adding the store channel. Our findings yield a deeper understanding of the revenue relation between channels, and of the dynamic cross-channel effects of marketing actions.
Research addressing the micro-foundational theoretical entity of customer engagement (CE) has proliferated in recent years. In parallel, the macro-foundational theory of service-dominant (S-D) logic ...is thriving. While the fit of CE/S-D logic has been recognized, insight into this theoretical interface remains tenuous, as explored in this paper. We develop an integrative, S-D logic–informed framework of CE comprising three CE foundational processes, which are required (for customer resource integration), or conducive (for customer knowledge sharing/learning) CE antecedents. While customer resource integration, in some form, extends to coincide with CE, customer knowledge sharing/learning
can
also do so. We also identify three CE benefits (customer individual/interpersonal operant resource development, cocreation) as CE consequences, which
can
also coincide with CE. Deploying the framework, we revise Brodie et al.’s (
Journal of Service Research, 14
(3), 252–271,
2011
) fundamental propositions of CE and apply these to customer relationship management. We conclude with theoretical and managerial implications, followed by future research avenues.
Resource depletion and environmental pollution concerns are forcing manufacturers to pay greater attention to environmental sustainability. This is especially so for business-to-business (B2B) ...manufacturing firms who intensively use natural resources in their operations and are blamed for observable impacts on the environment. Despite investments in environmental sustainability practices by B2B manufacturers, studies provide little explanation about the extent B2B manufacturers obtain a positive brand image and superior market performance through environmental sustainability. Furthermore, research has not identified organisational practices that strengthen the path from environmental sustainability to market performance. Drawing on signalling theory, the customer relationship management (CRM) literature, attitude theory, and data collected from B2B manufacturers and their customers, we show that environmental sustainability practices provide positive benefits to B2B manufacturers' brand image, which, in turn, impacts market performance. Further, effective CRM and working with business customers with positive environmental attitudes are essential boundary conditions that strengthen the path from environmental sustainability practices to market performance.
•Environmental sustainability is a vital input to generate a positive brand image for B2B firms.•Environmental sustainability functions as a signalling instrument to communicate firms' values.•CRM maximizes the benefits of environmental sustainability for brand image.•Customers' positive attitudes strengthen the relationship between sustainability-brand image and market performance.
In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a ...result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation.
Customer Relationship Management (CRM) can bring many benefits to the hotel business, though there are some associated challenges. Such challenges often bring a significant risk of failure, and these ...risks become more significant in budget hotels. This study considers the changes that have emerged in the last decade as regards customer expectations when staying in budget hotels. We use qualitative approaches to investigate the overlaps between customer expectations and managers' perceptions of CRM applications. The findings reveal that regardless of all changes, value for money and core products continue to play a critical role in customers' overall satisfaction with budget hotels.
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