Formal modeling and verification of a service composition approach in the social customer relationship management system

2019 ◽  
Vol 32 (6) ◽  
pp. 1591-1607 ◽  
Author(s):  
Alireza Souri ◽  
Amir Masoud Rahmani ◽  
Nima Jafari Navimipour ◽  
Reza Rezaei
Keyword(s):  
Model Checking ◽  
Customer Relationship Management ◽  
Service Composition ◽  
Relationship Management ◽  
Customer Relationship ◽  
Content Type ◽  
Behavioral Interactions ◽  
Verification Method ◽  
Social Crm ◽  
The Social

Purpose The purpose of this paper is to present a formal verification method to prove the correctness of social customer relationship management (CRM)-based service composition approach. The correctness of the proposed approach is analyzed to evaluate the customer behavioral interactions for discovering, selecting and composing social CRM-based services. In addition, a Kripke structure-based verification method is presented for verifying the behavioral models of the proposed approach. Design/methodology/approach Evaluating the customer behavioral interactions using the social CRM-based service composition approach is an important issue. In addition, formal verification has an important role in assessing the social CRM-based service composition. However, model checking can be efficient as a verification method to evaluate the functional properties of the social CRM-based service composition approach. Findings The results of model checking satisfied the logical problems in the proposed behavior model analysis. In the statistical testing, the proposed URM mechanism supported the four knowledge creation process conditions. It was also shown that the percentage of state reachability in the URM with KCP conditions is higher than the URM mechanism without supporting KCP conditions. Originality/value The comparison of time and memory consumption of the model checking method shows that the social CRM-based service composition approach covers knowledge process features, which makes it an efficient method.

scholarly journals Examining social customer relationship management among Irish hotels

2018 ◽  
Vol 30 (2) ◽  
pp. 1072-1091 ◽  
Author(s):  
Sarah Diffley ◽  
Patrick McCole ◽  
Elena Carvajal-Trujillo
Keyword(s):  
Customer Relationship Management ◽  
Structural Equation ◽  
Relationship Management ◽  
Service Innovation ◽  
Customer Relationship ◽  
Online Questionnaire ◽  
Content Type ◽  
Social Crm ◽  
Hotel Performance ◽  
The Social

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.

scholarly journals Hogyan kezeljük a „közösségi ügyfeleket”? – Social CRM marketing és IT megközelítésben (How to manage social customer? Social CRM in marketing and IT context.)

2012 ◽  
pp. 35-45
Author(s):  
Péter Bagó ◽  
Gyula Szabó
Keyword(s):  
Customer Relationship Management ◽  
New World ◽  
Relationship Management ◽  
Social Needs ◽  
Customer Relationship ◽  
Social Crm ◽  
The Social ◽  
Social Shopping ◽  
New Strategy ◽  
Long Time

Van egy szó, ami egyre fontosabb lesz a társadalom és a vállalatok számára is, ez a szó a közösség. A közösséghez tevékenységek tartoznak, és ezen a ponton kapcsolódik be a vállalat. A vállalkozások az elmúlt években a közösségi igényeket a CRM-(Customer Relationship Management) megoldásokkal szolgálták ki. Informatikailag a közösségi hálózatok, már nemcsak vállalkozási folyamatot, hanem ehhez kapcsoltan az emberek társadalmi igényét is megpróbálják lefedni az elektronika lehetőségeivel. Egyre inkább a közösségi vállalkozások korát éljük, melyben a folyamathoz tartozó közösségek megosztják, egymás rendelkezésére bocsátják az információkat. A korábbi klasszikus CRM-rendszerek csak begyűjtötték az információkat, ezzel ellenben a közösségi CRM-rendszerek kétirányú kommunikációt folytatnak, párbeszédet kezdeményeznek az ügyfelekkel, buzdítják őket, hogy mondják el a véleményüket. Vajon ez az új stratégia,egy teljesen új világot hoz el a vállalatok számára, vagy csak a CRM fejlődésének egy újabb fokát jelenti? A szerzők erre a kérdésre keresik a választ gyakorlati esetek és szakirodalmi publikációk feldolgozásával. ______ There is a word that begins to be more and more important for the society and the companies, and this word is community. We can talk about social networks, people seek the social demand they already had as a part of their lives for a long time, and this means that it appears in the electronic society as an essential need too. The community is not enough, activities are also needed and this is the point where the companies link in, who promote their goods and facilities to the outside world and with this they use the next stage of customer relationship management, the fulfilment of social needs. We live in the age of social shopping, communities are everywhere and everyone shares information, and up to the present classic CR M systems ran from static databases. On the contrary social CR M systems perform a two-way communication, start a conversation with customers and encourage them to tell their opinions, which always changes on social media, so they build a dynamic database and communicate with customers through response-reactions. Does this new strategy bring a whole new world to companies or is it only another step in the development and another channel of CRM?

scholarly journals Implementing social customer relationship management

2018 ◽  
Vol 30 (7) ◽  
pp. 2698-2726 ◽  
Author(s):  
Marianna Sigala
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Experience ◽  
Customer Relationship ◽  
Customer Participation ◽  
Customer Engagement ◽  
Future Research ◽  
Content Type ◽  
Social Crm ◽  
Customer Empowerment

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.

UST Global, India: delivering software service solutions

2011 ◽  
Vol 1 (1) ◽  
pp. 1-20
Author(s):  
Balakrishnan Menon
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Services Marketing ◽  
Subject Area ◽  
Customer Relationship ◽  
Management Service ◽  
Content Type ◽  
Customer Delight ◽  
Software Service ◽  
Offshore Development

Subject area Marketing management – services marketing specialization. Student level/applicability MBA/PGDM senior students studying services marketing as a specialization course. Case overview US Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The company earned valuable foreign exchange through software exports for the country and the state over the last ten years. The company has created innovative service differentiators, to impress on its clients, on the advantage of doing business with the company. The cementing customer satisfaction and derived customer delight that the company has created in their clients, has secured stable customer relationship management and customer loyalty. This reinforces the trust they have shown in the services management philosophy adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its unique selling proposition of “few clients and more focus” has resulted in delight of its customers, as they see it as a value addition for their money's worth. The leadership team attributes the success of the company to its fundamental core values and twin strategy of customer centricity and employee focus. Expected learning outcomes These are: customer perception of service; purpose of customer relationship management; service differentiators; and employees' role in delivering successful software service solutions to the customer, etc. Supplementary materials Teaching notes.

scholarly journals Implementing Social Customer Relationship Management in Turbulent Environments: A Dynamic Capabilities Perspective

Webology ◽  
2021 ◽  
Vol 18 (SI03) ◽  
pp. 49-70
Author(s):  
Vu Minh Ngo ◽  
Quyen Phu Thi Phan ◽  
Hieu Minh Vu
Keyword(s):  
Social Media ◽  
Customer Relationship Management ◽  
Technology Use ◽  
Customer Value ◽  
Dynamic Capabilities ◽  
Relationship Management ◽  
Customer Relationship ◽  
Superior Performance ◽  
Turbulent Environments ◽  
Social Crm

Purpose: Despite the crucial contribution of social media on customer relationship management (CRM) strategies, how social CRM can be transformed into customer value, and economics returns for firms remain unexplored in the hospitality industry, especially in turbulent environments. As a new approach for dealing with both gradual and disruptive changes in the market, this study develops and tests the mediating role of dynamic capabilities in the social CRM - performance relationship. Methodology: Drawing on resource-based view and capabilities perspectives, a mixed methodology was applied. First, a survey was conducted to quantitatively test the proposed hypotheses using Structural Equation Modelling with PLS approach (PLS-SEM) on a sample consisting of 111 SEMs. Then, a qualitative fuzzy-set Comparative Analysis (fsQCA) was employed to look for the unique combinations of capabilities to achieve firms‟ superior performance. Findings: The outcomes indicated a mixture of expected and unexpected findings, including: (i) the direct effect of social CRM on firm‟s performance; (ii) Dynamic capabilities as the missing link between social CRM capabilities and firms‟ performance; (iii) the unique roles of social media technology use in the combinations with other capabilities for generating the best firms‟ performance. Originality: This study is among the few to consider the dynamic nature of the market when investigating how to implement Social CRM successfully. The insights and practical implications in this study can be useful for managers in SMEs whose desire is to build a dynamic system for improving customer value and firms‟ performance.

Customer relationship management

2016 ◽  
Vol 34 (3) ◽  
pp. 388-410 ◽  
Author(s):  
Suhail Ahmad Bhat ◽  
Mushtaq Ahmad Darzi
Keyword(s):  
Factor Analysis ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Customer Loyalty ◽  
Relationship Management ◽  
Retail Banking ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Customer Knowledge ◽  
Content Type

Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.

A structured literature review on Big Data for customer relationship management (CRM): toward a future agenda in international marketing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pasquale Del Vecchio ◽  
Gioconda Mele ◽  
Evangelia Siachou ◽  
Gloria Schito
Keyword(s):  
Big Data ◽  
Customer Relationship Management ◽  
Research Agenda ◽  
International Marketing ◽  
Relationship Management ◽  
Customer Relationship ◽  
Future Research ◽  
Content Type ◽  
Future Research Agenda ◽  
Structured Literature Review

PurposeThis paper aims to advance the international marketing debate by presenting the results of a structured literature review (SLR) focusing on Big Data implementation in customer relationship management (CRM) strategizing. It outlines past and present literature and frames a future research agenda.Design/methodology/approachThe research analyzes papers published in journals from 2013 to 2020, deriving significant insights about Big Data applications in CRM. A sample of 48 articles indexed at Scopus was preliminarily submitted for bibliometric analysis. Finally, 46 papers were analyzed with content and a bibliometric analysis to identify areas of thematic specializations.FindingsThe paper presents a conceptual multilevel framework demonstrating areas of specialization emerging from the literature. The framework is built around four coordinated sequences of actions relevant to “why,” “what,” “who” and “how” Big Data is implemented in CRM strategies, thus supporting the conception and implementation of an internationalization marketing strategy.Research limitations/implicationsImplications for the development of the future research agenda on international marketing arise from the comprehension of Big Data in CRM strategy.Originality/valueThe paper provides a comprehensive SLR of the articles dealing with models and processes of Big Data for CRM from an international marketing perspective. Despite these issues' relevance and the increasing literature focused on them, research in this area is still fragmented and underexplored, requiring more systematic and holistic studies.

Business and Technology Trends in Social CRM

2019 ◽  
pp. 1387-1401
Author(s):  
Anteneh Ayanso
Keyword(s):  
Social Media ◽  
Customer Relationship Management ◽  
Critical Role ◽  
Relationship Management ◽  
Customer Relationship ◽  
Media Technologies ◽  
Social Crm ◽  
Management Processes ◽  
Technology Trends

Social media technologies have transformed the traditional CRM applications landscape in many ways. Apart from extending the traditional customer touch points, social media technologies play a critical role in integrating the activities involved in operational and analytical CRM. This chapter explores the business and technology trends in social CRM and examines current social CRM solutions and their capabilities in the analytical and operational (sales, service, and marketing) efforts of organizations. The chapter also discusses the technological and managerial challenges organizations may face in embracing social media technologies in their customer relationship management processes.

Social customer relationship management factors and business benefits

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sheshadri Chatterjee ◽  
Ranjan Chaudhuri ◽  
Demetris Vrontis ◽  
Alkis Thrassou ◽  
Soumya Kanti Ghosh ◽  
...  
Keyword(s):  
Customer Relationship Management ◽  
Positive Impact ◽  
Empirical Studies ◽  
Relationship Management ◽  
Customer Relationship ◽  
Content Type ◽  
Factors Affecting ◽  
Leadership Support ◽  
Proposed Model ◽  
Actual Use

Purpose This study aims to identify the business benefit of and factors affecting the use of social customer relationship management (SCRM) in Indian organizations. Design/methodology/approach Building on theoretical foundations, a conceptual model of factors affecting SCRM in Indian organizations is developed and empirically tested through a survey and corresponding analysis using SPSS and AMOS software. Findings The study presents empirical evidence that technological competence, environmental characteristics and organizational environment positively impact the actual use of SCRM on Indian organizations. Additionally, leadership support of organizations impacts positively the actual use of SCRM in organizations, while the trust factor insignificantly impacts the latter. The actual use of SCRM in organizations was found to have a positive impact on their business benefits. Research limitations/implications The theoretical model is built on the constructs of the technology, environment and organizational framework. It has added new factors, such as leadership support and trust, and thereby identified the business benefits of organizations using SCRM mediating through the organizations’ actual use of SCRM. The proposed model is simple, implementable and has a high explanative power of 81 per cent. Practical implications The study provides practitioners with evidence and practicable knowledge regarding the means and impact/benefits of SCRM use in Indian organizations. Originality/value The study is one of few empirical studies on the topic and contributes valuable knowledge to extant works through additional factors, theoretical conceptualization and empirical scientific findings of both scholarly and executive worth.

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