Impact of Social CRM Capabilities on Firm Performance

2021 ◽  
pp. 1005-1021
Author(s):  
Shampy Kamboj ◽  
Mayank Yadav ◽  
Zillur Rahman ◽  
Praveen Goyal
Keyword(s):  
Social Media ◽  
Firm Performance ◽  
Customer Relationship ◽  
Four Dimensions ◽  
Media Technologies ◽  
Social Crm ◽  
The Face ◽  
And Performance ◽  
Technology Resources

The emergence of social media technologies have drastically changed the face of customer relationship management (CRM), hence firms are incorporating social media technologies in their existing CRM systems which has led to the evolution of social CRM. This article extends capability-based perspective of traditional CRM by integrating it with social media technologies and to assess empirically their significant impact on firm performance. It also examines the mediating role of co-created customer experience. The developed hypothesis and proposed model were tested through structural equation modeling (SEM). The results show that co-created customer experiences play a role of mediator between social CRM capabilities and performance outcomes. Sales/marketing centric technology resources significantly influence four dimensions and customer centric technology resources influence two dimensions of relational information processing capability. The findings also depict that there is an influence of Sales/marketing and customer centric technology resources on customer linking, market sensing and social CRM capabilities.

Impact of Social CRM Capabilities on Firm Performance

2016 ◽  
Vol 8 (4) ◽  
pp. 1-16 ◽  
Author(s):  
Shampy Kamboj ◽  
Mayank Yadav ◽  
Zillur Rahman ◽  
Praveen Goyal
Keyword(s):  
Social Media ◽  
Firm Performance ◽  
Structural Equation ◽  
Performance Outcomes ◽  
Two Dimensions ◽  
Equation Modeling ◽  
Media Technologies ◽  
Social Crm ◽  
Technology Resources

The emergence of social media technologies have drastically changed the face of customer relationship management (CRM), hence firms are incorporating social media technologies in their existing CRM systems which has led to the evolution of social CRM. This article extends capability-based perspective of traditional CRM by integrating it with social media technologies and to assess empirically their significant impact on firm performance. It also examines the mediating role of co-created customer experience. The developed hypothesis and proposed model were tested through structural equation modeling (SEM). The results show that co-created customer experiences play a role of mediator between social CRM capabilities and performance outcomes. Sales/marketing centric technology resources significantly influence four dimensions and customer centric technology resources influence two dimensions of relational information processing capability. The findings also depict that there is an influence of Sales/marketing and customer centric technology resources on customer linking, market sensing and social CRM capabilities.

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.

scholarly journals The Impact of Social CRM Capabilities and Customer Engagement on the Firm Performance: Mediating Role of Social Media Usage

2019 ◽  
Vol 7 (3) ◽  
pp. 313-324
Author(s):  
Muhammad Azhar Bhatti ◽  
Muhammad Farhan ◽  
Munawar Javed Ahmad ◽  
Muhammad Naeem Sharif
Keyword(s):  
Social Media ◽  
Firm Performance ◽  
Customer Relationship Management ◽  
Textile Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Media Usage ◽  
Social Crm ◽  
The Impact

This research aims to analyze the impact of social customer relationship management (CRM) capabilities and customer engagement on the firm performance in the textile industry of Pakistan. Another purpose of the article is to examine the mediating role of social media usage on the nexus of social CRM capabilities, customer relationship management and firm performance. The customer relation officers of textile industry situated in the Punjab province of Pakistan are the respondents and data were gather by using questionnaires and PLS-SEM was employed for hypotheses testing. The findings revealed that social CRM capabilities and customer engagement have positive nexus with the firm performance while social media usage positively mediates the relationship among the social CRM capabilities, customer relationship management and firm performance. These findings provide the guidance to the regulations making authorities that they should enhance their emphasis on the CRM capabilities, employee engagement and social media usage that enhance the firm performance.

Business and Technology Trends in Social CRM

2015 ◽  
pp. 295-309
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.

scholarly journals Social CRM Adoption and its Impact on Performance Outcomes: a Literature Review

Organizacija ◽  
2015 ◽  
Vol 48 (4) ◽  
pp. 260-271 ◽  
Author(s):  
Marjeta Marolt ◽  
Andreja Pucihar ◽  
Hans-Dieter Zimmermann
Keyword(s):  
Social Media ◽  
Customer Service ◽  
Early Stage ◽  
Empirical Support ◽  
Performance Outcomes ◽  
Customer Relationship ◽  
Social Crm ◽  
And Performance ◽  
Use Of Social Media ◽  
The Impact

Abstract Background and Purpose: Social customer relationship management (social CRM) is an emerging concept that integrates traditional CRM and social media in order to provide benefits for organizations and customers. Despite the benefits that social CRM can bring, many organizations are still at the early stage of adoption. To move beyond social marketing and to exploit opportunities offered by sales and customer service, organizations need to be aware of factors that drive social CRM adoption and different implications of social CRM adoption for performance outcomes. This paper aims to provide a review of scholarly literature on social CRM adoption with the focus on factors and performance outcomes. Design/Methodology/Approach: To provide a comprehensive view of social CRM adoption and its impact on performance outcomes, the publications of interest include scholarly journal papers from information systems and marketing disciplines and conference proceedings. Selected publications were reviewed, and findings classified into three categories: the extent of social CRM adoption, the factors influencing CRM adoption, and the impact of social CRM on performance outcomes. Results: It appears that several issues regarding social CRM adoption and its implications for performance outcomes as well as the actual use of social media in the context of CRM need additional empirical support. Conclusion: Our observations have confirmed that many researchers proposed social CRM models based on existing theories and concepts of traditional CRM. Nevertheless, some specifics of social media implications on CRM have been overlooked. The researchers therefore suggest further adjustment/extension of their models.

Preserving Integrity in the Face of Performance Threat

2012 ◽  
Vol 23 (12) ◽  
pp. 1455-1460 ◽  
Author(s):  
Lisa Legault ◽  
Timour Al-Khindi ◽  
Michael Inzlicht
Keyword(s):  
Error Detection ◽  
Error Monitoring ◽  
Error Related Negativity ◽  
Threatening Information ◽  
Electrophysiological Responses ◽  
The Face ◽  
And Performance ◽  
The Impact ◽  
The Brain

Self-affirmation produces large effects: Even a simple reminder of one’s core values reduces defensiveness against threatening information. But how, exactly, does self-affirmation work? We explored this question by examining the impact of self-affirmation on neurophysiological responses to threatening events. We hypothesized that because self-affirmation increases openness to threat and enhances approachability of unfavorable feedback, it should augment attention and emotional receptivity to performance errors. We further hypothesized that this augmentation could be assessed directly, at the level of the brain. We measured self-affirmed and nonaffirmed participants’ electrophysiological responses to making errors on a task. As we anticipated, self-affirmation elicited greater error responsiveness than did nonaffirmation, as indexed by the error-related negativity, a neural signal of error monitoring. Self-affirmed participants also performed better on the task than did nonaffirmed participants. We offer novel brain evidence that self-affirmation increases openness to threat and discuss the role of error detection in the link between self-affirmation and performance.

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.

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