Loyalty Strategy and Social-CRM

2016 ◽  
pp. 64-93 ◽  
Author(s):  
Nedra Bahri-Ammari ◽  
Slim Mraidi
Keyword(s):  
Social Networks ◽  
Business Strategy ◽  
Emerging Countries ◽  
Customer Relationship ◽  
Loyalty Programs ◽  
Social Characteristics ◽  
Important Place ◽  
Technology Platform ◽  
Social Crm ◽  
The Social

Always on the lookout for novelty and innovation, companies are using social networks, which now occupy an important place in our daily. Users of social networks constitute a new target for retailers looking to evolve their loyalty programs. Through Facebook or twitter accounts, the company can develop a profile of the user and have an idea regarding their interests... Therefore, companies have a lot of opportunities through social CRM, to communicate, to develop their relationship programs and, in fine, to retain their customer. Although the social CRM is perceived as a business strategy it requires a technology platform, rules, processes and social characteristics. To ensure interaction with these tools, the company should ensure that the consumer adopts them in an abundant manner. This paper aims at examining the emergence of interaction across internet tools, the importance of managing customer relationship through social CRM and the determinants of why consumers adopt these tools by studying the case of Facebook in emerging countries.

Social Customer Relationship Management

2015 ◽  
pp. 5255-5262
Author(s):  
Mohammad Nabil Almunawar ◽  
Muhammad Anshari
Keyword(s):  
Social Networks ◽  
Web 2.0 ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Research Direction ◽  
Healthcare Services ◽  
Customer Relationship ◽  
Future Research ◽  
Future Research Direction ◽  
Social Crm

Customer Relationship Management (CRM) can be used by an organization as a tool and strategy in meeting the expectations of their customers. The term Social CRM is an approach that allows intensive interactions between customers, customers and organizations, and customers' interaction with the systems by utilizing Web 2.0. Social CRM offers new capabilities of social networks that provide powerful new approaches to surpass the traditional CRM. The fundamental changes offered by Social CRM are in terms of empowerment, connection, and value generated. An example of Social CRM in healthcare is extending healthcare services through social networks where many kinds of interaction can be supported. The main goal of this chapter is to introduce a promising future research direction, which may shape the future of integrative customer relationship. In this chapter, we examine customers' expectation concerning the process of empowerment, social networks, and participation to make customers more proficient in dealing with their own issues. This chapter also discusses and demonstrates how Social CRM will help customers have greater control in controlling the process of interaction (empowerment) with organizations and among themselves.

‘Human ATMs’: M-Pesa and the expropriation of affective work in Safaricom's Kenya

Africa ◽  
2020 ◽  
Vol 90 (5) ◽  
pp. 914-933
Author(s):  
Emma Park
Keyword(s):  
Social Networks ◽  
Financial Services ◽  
Business Strategy ◽  
Market Making ◽  
Political Theorist ◽  
The Social ◽  
Maintenance Work ◽  
Nancy Fraser

AbstractThis article explores the austere labour regime of Safaricom – Kenya's largest telecommunications firm and financial services provider – from the perspective of the women and men who work as ‘human ATMs’ for Safaricom's breakout service, M-Pesa. Far from women and men simply acting as ATMs, I argue that the affective and social labour of these people working at sites across the country constitutes a form of maintenance work that, while essentially free in Safaricom's accounts, critically underwrites the success of M-Pesa and Safaricom. In making this argument, I draw on the insights of feminist political theorist Nancy Fraser, who has pushed Marx's key insight that behind the sphere of exchange lies the ‘hidden abode’ of production. In contrast, Fraser argues that behind the ‘hidden abode’ of production lie domains more hidden still that constitute the ‘backstory’ of contemporary forms of accumulation. I argue that the work of ‘human ATMs’ constitutes both the ‘front story’ and the ‘backstory’ of contemporary modes of accumulation unfolding in Kenya. Their labour is formally exploited while broader forms of work required to build and maintain the social and material networks on which Safaricom depends are expropriated, forming the basis of new frontiers of accumulation. This process is mirrored in Safaricom's contemporary business strategy, which is premised on enclosing people's everyday habits and social networks in their digital forms as sites of innovation and market-making.

scholarly journals An Optimized Player Taxonomy Model for Mobile MMORPGs with Millions of Users

2011 ◽  
Vol 2011 ◽  
pp. 1-9
Author(s):  
Fang You ◽  
Jianping Liu ◽  
Xinjian Guan ◽  
Jianmin Wang ◽  
Zibin Zheng ◽  
...  
Keyword(s):  
Social Networks ◽  
Social Network ◽  
Business Strategy ◽  
Game Design ◽  
Role Playing ◽  
Survey Method ◽  
Role Playing Games ◽  
Related Information ◽  
The Social ◽  
Different Types

Massively multiplayer online role-playing games (MMORPGs) have great potential as sites for research within the social and human-computer interaction. In the MMORPGs, a stability player taxonomy model is very important for game design. It helps to balance different types of players and improve business strategy of the game. The players in mobile MMORPGs are also connected with social networks; many studies only use the player's own attributes statistics or questionnaire survey method to predict player taxonomy, so lots of social network relations' information will be lost. In this paper, by analyzing the impacts of player's social network, commercial operating data from mobile MMORPGs is used to establish our player taxonomy model (SN model). From the model results, social network-related information in mobile MMORPGs will be considered as important factors to pose this optimized player taxonomy model. As experimental results showed, compared with another player taxonomy model (RA model), our proposed player taxonomy model can achieve good results: classification is more stable.

Social Relationships of Students with Exceptionalities in Mainstream Classrooms: Social Networks and Homophily

1996 ◽  
Vol 62 (5) ◽  
pp. 431-450 ◽  
Author(s):  
Thomas W. Farmer ◽  
Elizabeth M. Z. Farmer
Keyword(s):  
Social Networks ◽  
General Education ◽  
Social Relationships ◽  
Gifted Students ◽  
Social Characteristics ◽  
Future Research ◽  
Students With Learning Disabilities ◽  
Mainstream Classrooms ◽  
Social Affiliations ◽  
The Social

This study explored the social affiliations of students in three mainstream classrooms containing students receiving general education services, students characterized as academically gifted, students with learning disabilities, and students with emotional and behavioral disorders. The study provided an in-depth description of the classrooms' social networks, focusing on the social and demographic characteristics that distinguished clusters of students. Findings showed that students formed distinct peer clusters around shared characteristics; particular social characteristics were associated with a student's level of centrality in the classroom; and students with exceptionalities were well integrated into the classroom's social structure. Affiliations of students with exceptionalities suggest topics for future research.

Improving Customer Relations With Social Listening

2018 ◽  
pp. 615-630 ◽  
Author(s):  
Margaret C. Stewart ◽  
Maria Atilano ◽  
Christa L. Arnold
Keyword(s):  
Social Media ◽  
Academic Library ◽  
Relationship Management ◽  
Customer Relationship ◽  
Future Research ◽  
American University ◽  
Social Crm ◽  
The Social ◽  
Social Listening

Strategic social media plays a crucial role in contemporary customer relationship management (CRM); however, the best practices for social CRM are still being discovered and established. The ever-changing nature of social media challenges the ability to establish benchmarks; nonetheless, this article captures and shares actions, insights, and experiences of using social media for CRM. This case study examines how an academic library at a mid-size American university located in northeast Florida uses social media to engage in social listening and to enhance CRM. In particular, the social listening practices of this library are highlighted in relation to how they influence and potentially improve CRM. By exploring the practices of this single institution, attempts are made to better understand how academic libraries engage with customers using social media as a CRM tool and ideas for future research in the realm of social media and CRM practices are discussed.

Metamorphosis of CRM

2020 ◽  
pp. 1-23
Author(s):  
Loveleen Gaur ◽  
Anam Afaq
Keyword(s):  
Social Media ◽  
Growth Rate ◽  
Literature Review ◽  
Business Strategy ◽  
Word Of Mouth ◽  
Relationship Management ◽  
Customer Relationship ◽  
Positive Word ◽  
Social Crm ◽  
Positive Word Of Mouth

As per the report of Grand View Research, the global Social CRM market is expected to grow to USD $81.9 billion by 2025. The report justifies that Social CRM has managed to exhibit a profound growth rate in a couple of years. Social CRM is now becoming a necessity for most of the businesses. The transformation of CRM went from being a strategy that focused on forming only financial bonds with customers to a business strategy that aims at establishing both transactional and interactional relationship with its customers. This change led to the evolution of a new version of CRM known as Social Customer Relationship Management. Social Media combined with CRM can benefit companies like never before. This chapter proposes a conceptual framework of a metamorphosis of CRM based on literature review. It presents the hospitality practitioners a reference to gain insights into the potential advantages like brand loyalty and positive word of mouth by the systematic implementation of Social CRM Strategies.

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.

An Empirical Study on Social Customer

2016 ◽  
Vol 7 (1) ◽  
pp. 42-60
Author(s):  
Mohammad Hasan Galib
Keyword(s):  
Factor Analysis ◽  
Technology Acceptance ◽  
Perceived Risk ◽  
Behavioral Model ◽  
Influential Factors ◽  
Customer Relationship ◽  
Social Crm ◽  
The Social ◽  
Acceptance Model ◽  
And Control

The purpose of this study is to gain an understanding of the social customers' behavior by identifying the factors that influence their decision to participate in social customer relationship management (CRM) programs. A social behavioral model (SBM) was developed in this study. The construction of the SBM was partly based on two popular models: technology acceptance model and theory of planned behavior. The data (n=305) were analyzed with exploratory factor analysis, confirmatory factor analysis, and path analysis. Attitude and usefulness, and perceived risk are the two most influential factors in SBM. Three other variables—social identity, ease and control, and enjoyment and satisfaction—affected intention indirectly. Subjective norm and image did not affect intention directly or indirectly; therefore, these two variables were dropped from the SBM. The resultant conceptual framework provides a stronger theoretical basis for understanding the behavioral aspect of social CRM implementation.

Social CRM

2016 ◽  
pp. 134-159
Author(s):  
Neus Soler-Labajos ◽  
Ana Isabel Jiménez-Zarco
Keyword(s):  
Decision Making ◽  
Social Networks ◽  
Personal Information ◽  
Single Source ◽  
Social Crm ◽  
The Social ◽  
Branding Strategies ◽  
Source Of Information ◽  
The Web ◽  
Interactive User

The advent of the web 2.0 in general and the social networks in particular has altered the consumer behavior with brands, consumer becoming the protagonist of his relationship with the companies. The consumer is no longer passive, but someone who belongs to an interactive user community, whose opinion influences the decision making of others and the company. And companies, therefore, need to understand how to structure content and branding strategies where clients not only communicate with the company, but each other, in real time: the social media. Social networks, as currently represent the opportunity to get the engagement of customers and prospects in a way that can not be achieved by other means, become a single source of information that must be integrated into the software of the company, allowing the conversion of conversation into a transaction. So having a database of clients with personal information is no longer enough, and is required to obtain qualitative features that enable the company to know more about consumers and provide, as a result, a greater brand value. The Social CRM is a tool that incorporates the information obtained from the social networks to the traditional CRM, to ensure that the company is better informed about its customers and gets a much more solid basis for decision making, customizing the offer and adding value to the customer.

Sign in / Sign up

Export Citation Format

Share Document