Despite the growing recognition of the critical role of post-sale service on the salesperson-customer relationship, few studies have explored how salesperson service behaviors (SSB) are enhanced ...through tools such as sales-based customer relationship management (CRM) technology and social media. Using dyadic salesperson-customer data within a business-to-business context, this study analyzes the direct effects of sales-based CRM technology on the behaviors of diligence, information communication, inducements, empathy and sportsmanship. Additionally, the study examines the interactive effects of sales-based CRM technology and social media on these behaviors. The results indicate that sales-based CRM technology has a positive influence on SSBs and that salespeople using CRM technology in conjunction with social media are more likely to exhibit higher levels of SSBs than their counterparts with low social media technology use.
Contemporary perspectives on customer relationship management and the parent concept of customer management gathered momentum in the mid-1980 s and early 1990s. The advent of digital technologies, ...especially social media, have prompted a further evolution of the concept. As a result, today’s CRM systems must consider new measures, such as customer engagement and advocacy. Consequently, organisations’ social CRM activities and investments have consistently increased in part underpinned by the increased usage of these technologies by consumers. Through a systematic literature review and bibliometric analysis, we identify three main themes in which research in this area has focused on: (1) CRM and impact on performance, (2) social media capabilities and CRM, and (3) CRM processes and strategic use. We also identify future research avenues in the field derived from our analysis of the literature, emphasising the implications for consumer research.
Extending the literature on sales technology, we use two studies to develop and test a model involving salesperson-customer shared technology tools, referred to as Social Media Technology (SMT). ...Specifically, we demonstrate the impacts of SMT in B2B sales contexts on customer relationship performance and objective sales performance through key mediating behaviors and characteristics. Empirical findings from two studies, cross-company and within-company data, demonstrate the effects of SMT on salesperson product information communication, diligence, product knowledge, and adaptability. Moderating effects suggest that the integration of SMT in the absence of training on the technology may not yield the best results. Findings suggest that firms must allocate the resources necessary to properly implement SMT strategies. The framework tested provides a foundation for integration of SMT into buyer-seller interactions.
•Two studies explore the impact of social media use on relational and objective sales performance.•Key performance outcomes are mediated by salesperson relationship oriented behaviors.•Presence of social media tools alone is not sufficient in optimizing salesperson characteristics and behaviors.•Moderating effects suggest that salesperson training is critical when implementing social media tools.
Social media usage has become ubiquitous, and organizations need to manage this tool to meet their strategic goals. Companies are finding it necessary to modify their approach to customer ...relationship management (CRM) and develop new marketing capabilities that facilitate customer satisfaction. The purpose of this study is to examine how social media usage can help firms build new CRM capabilities and thus improve marketing adoption strategies and business performance. We suggest that social CRM capability is critical when companies merge social media into their marketing strategies to improve customer engagement and firm performance. We empirically analyze data from 232 companies using Facebook, COMPUSTAT North America, and Global Fundamentals annual databases for the period 2004–2014. This study contributes to extant literature by confirming a new form of CRM capabilities – social CRM – using the resource-based view and dynamic capabilities theory frameworks, and by demonstrating that social media usage plays a moderating role by amplifying the positive impact of social CRM capabilities on firm performance.
•Social CRM capability is critical when firms merge social media into marketing strategies to improve firm performance.•The study expands the generalizability of social CRM capabilities’ impact on performance with cross-industry data.•Social media usage plays a moderating role by amplifying the positive impact of social CRM capabilities on firm performance.
The rapid development of technology and social media requires companies to innovate in CRM management. The result of innovation from CRM with social media integration is also called Social CRM. The ...implementation of Social CRM is carried out to increase Strategic and Operational benefits obtained from using CRM. However, only a few studies explain the relationship between Social CRM and hospitals. That is why model analysis research is needed to help hospitals determine the Social CRM factors influencing the Strategic and Operational advantages of using Social CRM. At the same time, this study can be used to generate a recommendation to improve the operational and strategic benefits received from implementing Social CRM. This study describes a conceptual model to assess the relationship between social CRM implementation factors and Strategic and Operational Benefits. That way, the hospital can find out the relationship between the variables. The results showed there are eight variables, seven hypotheses, and 32 indicators that hospitals can use as a reference for increasing Strategic and Operational Benefits from using social CRM. Other studies can use these model elaboration steps to implement a conceptual model into a Structural model.
The growth of social media usage questions the old-style idea of customer relationship management (CRM). Social CRM strategy is a novel version of CRM empowered by social media technology that offers ...a new way of managing relationships with customers effectively. This study aims to forecast the predictors of social CRM strategy adoption by small and medium enterprises (SMEs). The proposed model used in this study derived its theoretical support from IT/IS, marketing, and CRM literature. In the proposed Technology-Organization-Environment-Process (TOEP) adoption model, several hypotheses are developed which examine the role of Technological factors, such as Cost of Adoption, Relative Advantages, Complexity, and Compatibility; Organizational factors, such as IT/IS knowledge of employee, and Top management support; Environmental factors such as Competitive Pressure, and Customer Pressure; and Process factors such as Information Capture, Information Use, and Information Sharing; all having a positive relationship with social CRM adoption. This research applied a following two staged SEM-neural network method combining both structural equation modelling (SEM) and neural network analyses. The proposed hypothetical model is examined by using SEM on the collected data of SMEs in Kuala Lumpur, the central city of Malaysia. The SEM approach with a neural network method can be used to investigate the complicated relations involved in the adoption of social CRM. The study finds that compatibility, information capture, IT/IS knowledge of employee, top management support, information sharing, competitive pressure, cost, relative advantage, and customer pressure are the most important factors influencing social CRM adoption. Remarkably, the results of neural network analysis show that compatibility and information capture of social CRM are the most significant factors which affect SMEs' adoption of this form of customer relationship management. The outcomes of this research benefit executives' decision-making by identifying and ranking factors that enable them to discover how they can advance the usage of social CRM in their firms. Furthermore, the findings of this study can help the managers/owners of SMEs assign their resources, according to the ranking of social CRM adoption factors, when they are making plans to adopt social CRM. This study differs from previous studies as it proposes an innovative new approach to determine what influences the adoption of social CRM. By proposing the TOEP adoption model, additional information process factors advance the traditional TOE adoption model.
•This study aims to forecast the predictors of social CRM strategy adoption by SMEs.•SEM was used to determine which variables had important impact on social CRM adoption.•Neural network method was used to rank the importance level of predictors from SEM.•Compatibility and information capture are the most significant factors for social CRM adoption.
•The impact of Social Media use on performance is examined on a sample of 222 hotels.•The use of Social Networking sites is not directly related to Social CRM performance.•Review sites use, like ...Tripadvisor, showed a direct effect on Social CRM performance.•Social CRM Capabilities play a key role in the process of value creation with Social Media tools.
Social Media has transformed the way firms relate to their markets. Hotels all over the world are increasingly using these tools, integrating them into their Customer Relationship Management (CRM) strategies to engage customers in active conversations. The use of Social Networking and Review Sites, like TripAdvisor, has become all pervasive, and hotels are investing large sums of money in engaging customers via Social Media. However, there is a certain degree of skepticism about how these technologies can help to create value. To shed light on the topic, based on a sample of 222 Spanish hotels, this study examines the real impact of Social Media use, showing the key role played by Social CRM Capabilities in the process of value creation with these tools. By building on the Resource-Based theory, the proposed model shows the pathway between Social Media use and organizational performance, in terms of profitability, sales and customer retention.
Purpose
Based on relationship marketing theory, this study aims to test the effect of social customer relationship management (social CRM) on customer satisfaction (CS) and loyalty (CL).
...Design/methodology/approach
To assess the proposed framework, structural equation modeling was performed on the data of 314 automotive customers surveyed online.
Findings
Social CRM dimensions traditional CRM (TCRM) and social media (SM) technology use have a direct and positive effect on CS. On the other hand, only TCRM has a direct and significant influence on CL, while the SM technology use effect seems to be indirect rather than direct. Indeed, the findings have provided empirical support for the contention that CS plays a mediating role between social CRM dimensions and CL.
Practical implications
In the automotive sector and developing countries in particular, companies’ managers could increase CS and CL and consequently enhance their competitiveness and market share by adopting an effective social CRM strategy. From this perspective, companies should focus their social CRM campaigns on the most SM used by customers, offer personalized choices and improve customer experience, interaction and value co-creation.
Originality/value
This paper enriches the understanding of how social CRM can affect CS and CL. The scales of social CRM, CS and CL were validated in the context of developing countries and the automotive sector. Furthermore, the direct and mediating effect of CS between social CRM (TCRM and SM) and CL was also confirmed.
Propósito
Basándose en la teoría del marketing relacional, este estudio pretende comprobar el efecto de la gestión social de las relaciones con los clientes (CRM social) sobre la satisfacción y la fidelidad de los clientes.
Diseño
Para evaluar el marco propuesto, se realizó un modelado de ecuaciones estructurales sobre los datos de 314 clientes de automoción encuestados online.
Conclusiones
Las dimensiones del CRM social (CRM tradicional y uso de tecnología de medios sociales) tienen un efecto directo y positivo en la satisfacción del cliente. Por otro lado, solamente el CRM tradicional tiene una influencia directa y significativa en la fidelidad del cliente, mientras que el efecto del uso de la tecnología de medios sociales parece ser más indirecto que directo. De hecho, los resultados han proporcionado apoyo empírico a la afirmación de que la satisfacción del cliente desempeña un papel mediador entre las dimensiones del CRM social y la fidelidad del cliente.
Valor
Este artículo enriquece la comprensión de cómo el CRM social puede afectar a la satisfacción y la fidelidad de los clientes. Las escalas de CRM social, satisfacción del cliente y fidelidad del cliente se validaron en el contexto de países en vías de desarrollo y del sector automovilístico. Además, también se confirmó el efecto directo y mediador de la satisfacción del cliente entre el CRM social (CRM tradicional y medios sociales) y la fidelidad del cliente.
Implicaciones prácticas
En el sector de la automoción y en los países en desarrollo en particular, los directivos de las empresas podrían aumentar la satisfacción y fidelidad de sus clientes y, en consecuencia, mejorar su competitividad y cuota de mercado adoptando una estrategia eficaz de CRM social. Desde esta perspectiva, las empresas deberían centrar sus campañas de CRM social en los medios más utilizados por los clientes, ofrecer opciones personalizadas y mejorar la experiencia del cliente, la interacción y la cocreación de valor.
目的
基于关系营销理论, 本研究旨在检验社会化客户关系管理（social CRM）对客户满意度和忠诚度的影响。
设计/方法/途径
为评估所提出的框架, 对 314 名汽车客户的在线调查数据进行了结构方程建模。
研究结果
社交客户关系管理维度（传统客户关系管理和社交媒体技术使用）对客户满意度有直接的积极影响。另一方面, 只有传统客户关系管理对客户忠诚度有直接和显著的影响, 而社交媒体技术使用的影响似乎是间接而非直接的。事实上, 研究结果为客户满意度在社交客户关系管理维度和客户忠诚度之间发挥中介作用的论点提供了实证支持。
原创性/价值
本文丰富了人们对社交客户关系管理如何影响客户满意度和忠诚度的认识。本文以发展中国家和汽车行业为背景, 对社会化客户关系管理、客户满意度和客户忠诚度的量表进行了验证。此外, 还证实了客户满意度在社会化客户关系管理（传统客户关系管理和社会化媒体）与客户忠诚度之间的直接和中介效应。
实践意义–在汽车行业
尤其是发展中国家, 企业管理者可以通过采取有效的社交客户关系管理战略, 提高客户满意度和忠诚度, 进而增强竞争力和市场份额。从这个角度来看, 企业应将社交客户关系管理活动的重点放在客户使用最多的社交媒体上, 提供个性化选择, 改善客户体验、互动和价值共创。
Despite increasing attention to the influence of customer involvement and social media in developing innovation in small- and medium-sized enterprises (SMEs), few studies have specifically ...investigated how to improve the effectiveness of social media–based customer involvement. Drawing on the knowledge-based view, social network and capability theories, we address this question by arguing that Social Customer Relation Management (CRM) enhances the effect of social media–based customer involvement upon innovation. Two key capabilities further enhance the moderating effect of Social CRM: social media network and customer information processing capabilities. The results from a longitudinal dataset of 317 SMEs indicate that SME customer involvement, enabled by Social CRM, social media network and customer information processing capabilities increases innovation. These findings have important implications for researchers and managers interested in enhancing the efficacy of SME customer involvement using social media.
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