Towards Social CRM – Scoping the Concept and Guiding Research

Web 2.0 and Social Media (SoMe) provide new opportunities for collaboration and co-value creation which supports a customer-centric management. Social Customer Relationship Management (SCRM) addresses these opportunities and aims at a high stakeholder engagement as a means to establish mutually beneficial relationships. At present, scholars attempt to comprehend what constitutes SCRM. This paper reviews state-of-the-art scholarly literature to provide a consolidated view on the current SCRM knowledge base. It reveals concurrent opinions, diverging perceptions and future directions for research along the dimensions SCRM definitions, objectives and approaches. We conclude that SCRM as a novel concept requires transformational efforts among all organizational parts. Approaches towards SCRM align on organizational determinants, CRM processes, the customer relationship lifecycle or develop conceptual models. We propose that research further explore this domain to progress the understanding of SCRM as basis for corresponding frameworks

FACTORS AFFECTING THE ACCEPTANCE OF USING SCRM TECHNOLOGY SYSTEM IN AUTOMOTIVE COMPANIES

Abstract. Today, increasingly enhanced competition in the world has encountered companies with animportant issue, which is how to use IT to improve the quality of services. SCRM technology system is an innovative technology, which facilitates the process of access to develop and maintain customer relationships more efficiently and effectively. The research has been study the factors affecting the acceptance of using SCRM technology system in automotive companies. The research was descriptive-survey research. The statistical population included all employees of Pars Khodro Automobile Company. In total, 240 employees were selected as the sample by simple sampling method to participate in the research. Descriptive statistics and inferential statistics (structural equation modeling) have been used to analyze data. According to the research results, it can be said that technical, organizational, environmental, and management characteristics have a positive and significant effect on the acceptance of using social customer relationship management.Keywords: Social Networks, Customer Relationship Management (CRM), Social Customer RelationshipManagement (SCRM)

Assessment Schema for Social CRM Tools: An Empirical Investigation

This paper presents an assessment schema for Social CRM tools based on an empirical investigation. A constraining factor regarding the implementation of Social CRM tools (e.g., Engagor, Demand Media) is a lack of corresponding comparability of the different features (e.g., analysis of individual data, CRM interface). Little research has been conducted on the assessment of Social CRM tools, and even less have used empirical investigations to develop an assessment schema for surveying the use of corresponding technologies. To address this gap, the study reveals a quantitative investigation of Social CRM technology use as well as develops an assessment schema for Social CRM tools (i.e., including a Monitoring and Capturing, Analysis, Exploitation, Communication, IS integration and Management dimension). The data is analyzed using formative indicators with a sample of 122 marketing, communication and IT decision makers. The results of the analysis serve as weights for the assessment schema. It can be used to develop values for Social CRM tools with regard to their different ‘use’ features and dimensions

Evaluating Social CRM Performance: An Organizational Perspective

This paper presents a formative measurement model for Social CRM performance in order to achieve and assess company objectives. The current literature for measuring Social CRM performance does not provide a holistic approach and is operationalized with reflective indicators. To address this gap, the article follows the procedure of Moore and Benbasat (1991), including the creation and assessment of new constructs with new developed and evaluated formative indicators. To evaluate the impact of single indicators on their corresponding constructs, the data is analyzed through confirmatory factor analysis using SmartPLS with a surveying sample of 126 marketing, communication and IT decision makers. The results show that the constructs of infrastructure performance, process performance, customer performance and organizational performance measure Social CRM performance. Especially the first-order constructs of indirect customer performance and department-specific processes are important aspects in this context. Generally, the developed formative indicators and new evaluated first- and second-order constructs generate deeper insights through a control system for Social CRM activities, in order to achieve organizational objectives and track them over time

Performance Measures for Social CRM: A Literature Review

Social CRM deals with the integration of Web 2.0 and Social Media into Customer Relationship Management (CRM). Social CRM is a business strategy supported by technology platforms to provide mutually beneficial value for companies and their target groups. In practice, one factor impeding Social CRM implementation is the lack of performance measures, which assess Social CRM activities and monitor their success. Little research has been conducted investigating performance measures in order to develop a Social CRM performance measurement model. To address this gap, this article presents the qualitative part of a two-stage multi-method approach. It comprises a systematic and rigorous literature review as well as a sorting procedure. In this effort, 16 Social CRM performance measures and four categories of a performance measurement system are identified. The sorting procedure validates the corresponding classification and ensures a high degree of external validity. In a subsequent study, formative survey instruments are developed from the respective findings and are tested by applying a confirmatory factor analysis

Measuring Social CRM Performance: A Preliminary Measurement Model

Social Customer Relationship Management (Social CRM) deals with the integration of Web 2.0 and Social Media into CRM. Social CRM is a business strategy supported by technology platforms in order to provide mutually beneficial value for both companies and customers. Gartner has identified Social CRM as one of the top innovation-triggered themes in 2013 [1]. In this context, a constraining factor regarding the implementation of Social CRM and the achievement of its objectives is the lack of an appropriate performance measurement model. Little research has been conducted on the relevant performance factors and Social CRM performance measurement models. To address this gap, the article presents the qualitative part of a two-stage multi-method approach. It comprises findings from a literature review, 15 semi-structured interviews and a consolidation procedure. A preliminary Social CRM performance measurement model is developed containing four performance dimensions, 25 classified Social CRM performance factors and corresponding performance measures

Social CRM Performance Model: An Empirical Evaluation

This paper presents an empirical investigation of a Social CRM performance model within an organizational perspective. A constraining factor regarding the implementation of Social CRM and the achievement of its objectives is the lack of an appropriate performance model. Little research has been conducted on a corresponding holistic approach and on the development of formative performance constructs. To address this gap, the article develops and empirically evaluates a Social CRM performance model, including an infrastructure-, process-, customer- and organizational performance construct. The data is analyzed using a structural equation model with a surveying sample of 126 marketing, communication and IT decision makers. The results show that infrastructure performance has an indirect, process performance a direct and customer performance no association with organizational performance. The Social CRM performance model generates deeper insights into a company’s performance interrelationship and provides a control system, in order to assess Social CRM activities and enhance organizational performance

Understanding customer relationship management (CRM) adoption in an Arab Middle Eastern context

While the development of customer relationship management (CRM) started in the developed west, it has rapidly spread to developing countries. However, the way organisations adopt CRM in developing countries, and more specifically in the Arab world, might be different and the context certainly differs. There is a shortage of rigorous studies that examine the drivers of CRM adoption in this context. In this study, we examine the antecedents of CRM adoption in the Jordanian service sector. The conceptual framework of this research is tested using a cross-sectional survey of more than 322 practitioners. Using structural equation modelling analysis, results specify six underlying factors that explain CRM adoption: segmentation analysis, clear direction and objectives, performance measurement, rewarding usage, managing project changes, and knowledge management. Each area has implications for improving practices and maximising the benefits of adopting the process or management practice of CRM. This paper identifies key practices to provide useful guidelines for organisations in the Arab world making plans to adopt CRM, with broader implications for the adoption of many systems and projects there and for CRM deployment in developed regions