Drivers of E-Government Citizen Satisfaction and Adoption

This study investigated the impact of drivers of e-government, particularly social CRM, citizen trust, and quality of electronic services, on citizen satisfaction with e-government services in the Jordanian environment. In addition to measuring the impact of social CRM on citizen trust and service quality respectively and its impact on citizen satisfaction. A convenience sample was used to achieve the study purpose consisting of 386 questionnaires collected online. The resulting data was analyzed using PLS.2 software. The study findings reveal that social CRM has a significant impact on citizen trust and quality of electronic services, and furthermore that citizen trust and quality of electronic services have significant impacts on citizen satisfaction with e-government services. The study found no direct relationship between the use of social CRM and citizen-government satisfaction but showed a significant indirect impact via customer trust and service quality.

The implementation of social customer relationship management for tourism information system

Semambu island village, Ogan Ilir regency, south Sumatra has been used as an agricultural and livestock education tour destination since November 2017 and there has been no customer data management since then. The use of social media as a promotional tool has not been done to its maximum potential. This can be seen from 189 people who liked its Facebook page or 11.05% out of the reached users, 192 followers or 11.23% and those who interacted as many as 114 people or 6.67% from the total users. Meanwhile, there were 709 followers on its Instagram which consisted of 48% men and 52% women at the time of the study. This research applied social customer relationship management (social CRM) in a website-based system. The waterfall model development method supported the customer relations management by utilizing Facebook and Instagram to improve customer relationships in providing travel information, knowing interest and listening to complains as well as their suggestions based on interactions with the social media users as existing and prospective customers.

Adoption Model of Social Customer Relationship Management in the Palestinian Banking Sector

Social CRM is a new technology that integrates social networking activities within traditional CRM itself. Social media might be the most effective strategy in the context of CRM technology concerning the availability of efforts and time by owners. Therefore, it’s important for financial institutions to take advantage of it upon this opportunity by considering social CRM as part of development and enhancing relationship with their customers. Nevertheless, little empirical studies have focused on adoption of social CRM in banking sector. This research paper aims to investigate the factors that impact banks’ intention to adopt social CRM, based on combining the Technology-Organization-Environment (TOE) with Technology Acceptance Model (TAM) as the theoretical framework. TOE variables such as top management support and relative advantages found to have a direct impact on the two TAM mediating variables (perceived usefulness and perceived ease of use), and an indirect impact on social CRM adoption. Further, results suggested that consumer pressure and competitive pressure have a direct impact on social CRM adoption. The researcher tested the hypothesis using structural equation modeling (SEM). The findings from a survey of 220 employees in banks in Palestine showed that all eight hypotheses were supported as both consumer pressure and competitive pressure in the environmental context have a significant direct impact on social CRM adoption intention, followed by top management support in organizational and technological contexts; relative advantages have the most significant impact on perceived ease of use and perceived usefulness which in turn, have a direct and significant impact on social CRM adoption intention. The contribution of the study, limitations, future studies and conclusion are presented. 

Social customer relationship management and organizational performance: testing a conceptual model in the North African context

PurposeSocial CRM (SCRM) technologies, as distinct from CRM technologies per se, provide an important new resource for companies to develop their relationships with customers and drive business performance. This research develops and tests an original model exploring the impact of SCRM on firm performance and the relationships between SCRM use, engagement, CRM capabilities and performance.Design/methodology/approachThe authors collect a sample from 227 companies using a survey and test the model using structural equation modelling.FindingsThe findings reveal that all the hypotheses in our research model are supported: the use of SCRM technologies lead to developing capabilities and engagement. These capabilities and engagement are then transformed into business performance through a mediation process. Overall, these findings are consistent with resource-based view and dynamic capability theories; these new technological and relational resources allow the creation organizational capabilities, which are essential to enable firms to improve their performance.Practical implicationsSCRM does not directly lead to performance but facilitates CRM capabilities and engagement that allow businesses to enhance performance.Originality/valueFirst, the authors conceptualize and operationalize SCRM as a unique concept, distinct in the literature. Second, the authors provide an original conceptualization of SCRM as a combination of CRM capabilities and engagement. Third, the authors study the mediating effect of CRM capabilities and engagement in the relationship between social CRM use and performance. Finally, this research is conducted in three North African countries where there is currently a dearth of understanding of the impact of modern information systems on organizational performance.

The Virtuous Circle of Omnichannel CRM

This paper extends previous research on the influence of social media and digital channels on customer purchase behaviour by presenting a new omnichannel purchasing model. We characterise that model as a “virtuous circle” as it centres around customer use of social media and has potential to benefit both customers and companies. We illustrate that model with a worked example, discuss approaches to its implementation and evaluate its use in the context of a business case study. The model creates a framework that combines elements of digital marketing, social CRM, omnichannel CRM, and customer experience and engagement. This paper bridges academic and industry practitioner communities across those fields.

Is Facebook an effective tool to access foreign markets? Evidence from international export performance of fashion firms

Social networks are a driving force of digital transformation and offer firms the opportunity to market products and services to both international consumers and providers, establish durable relationships with them, and improve their own competitiveness. The study analyzes the role played by the use of Facebook for online advertising, building interaction and brand communities, implementing social CRM activities, and conducting market research, as well as a sales channel alternative to physical presence, in firms’ international export performance, both in terms of managers’ perceptions and Facebook buy button conversion rate. A survey-based empirical analysis of 105 fashion firms operating worldwide was conducted. The results of multiple regression analyses show that building conversations and brand communities positively affects international export performance, while advertising via Facebook yields mixed results. By comparing firms that have a physical presence with those that do not, the former turned out to benefit from especially in-store advertising and promotions to enhance their Facebook buy button conversion rate; while the latter can improve their performance mainly by adopting outdoor and transit advertising and digital marketing. The research contributes to the existing body of knowledge on social media marketing and international business and, by adopting a firm-level perspective, provides interesting insights for practitioners since it allows to understand how to develop an effective Facebook strategy to succeed in foreign markets.

L’analyse des variables explicatives de l’adoption du Social CRM par les PME de Tourisme au Maroc : Résultats d’une étude exploratoire

Le « Social CRM » est un nouveau paradigme qui a récemment émergé pour décrire l’utilisation des médias sociaux en faveur de la gestion de la relation client. Aujourd’hui, le « Social CRM » offre aux entreprises l’opportunité d’être à l’écoute des clients et de pouvoir créer de la valeur en partenariat avec eux. L’objectif de ce papier est d’expliquer l’adoption du « Social CRM » par les PME de tourisme au Maroc. Il propose un modèle conceptuel regroupant différents facteurs déterminants de l’adoption, et qui a pour fondement théorique la théorie d’adoption des innovations de Rogers et le cadre TOE de Tornatzky and Fleischer 1990. Pour apporter des éléments de réponse à notre problématique de recherche, nous avons mené une première étude exploratoire auprès d’une dizaine de PME à la région Tanger-TétouanAl Hoceima. L’analyse des résultats a été faite à l’aide du logiciel N vivo12. L’analyse a montré que les principaux facteurs influençant l’adoption du « Social CRM », sont le soutien du Top Management, les connaissances des employés en SI, l’avantage relatif, la compatibilité, la facilité d’utilisation, la testabilité, l’observabilité des résultats, et la pression concurrentielle. Aussi bien, un nouveau groupe de facteurs est à ajouter au modèle initial qui sont les caractéristiques liées au dirigeant de la PME. Pour pouvoir généraliser les résultats, une nouvelle étude quantitative confirmatoire sera mise en œuvre à l’échelle nationale.