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Based on relationship marketing theory, this study aims to test the effect of social customer relationship management (social CRM) on customer satisfaction (CS) and loyalty (CL).

To assess the proposed framework, structural equation modeling was performed on the data of 314 automotive customers surveyed online.

Social CRM dimensions [traditional CRM (TCRM) and social media (SM) technology use] have a direct and positive effect on CS. On the other hand, only TCRM has a direct and significant influence on CL, while the SM technology use effect seems to be indirect rather than direct. Indeed, the findings have provided empirical support for the contention that CS plays a mediating role between social CRM dimensions and CL.

In the automotive sector and developing countries in particular, companies’ managers could increase CS and CL and consequently enhance their competitiveness and market share by adopting an effective social CRM strategy. From this perspective, companies should focus their social CRM campaigns on the most SM used by customers, offer personalized choices and improve customer experience, interaction and value co-creation.

This paper enriches the understanding of how social CRM can affect CS and CL. The scales of social CRM, CS and CL were validated in the context of developing countries and the automotive sector. Furthermore, the direct and mediating effect of CS between social CRM (TCRM and SM) and CL was also confirmed.

Basándose en la teoría del marketing relacional, este estudio pretende comprobar el efecto de la gestión social de las relaciones con los clientes (CRM social) sobre la satisfacción y la fidelidad de los clientes.

Para evaluar el marco propuesto, se realizó un modelado de ecuaciones estructurales sobre los datos de 314 clientes de automoción encuestados online.

Las dimensiones del CRM social (CRM tradicional y uso de tecnología de medios sociales) tienen un efecto directo y positivo en la satisfacción del cliente. Por otro lado, solamente el CRM tradicional tiene una influencia directa y significativa en la fidelidad del cliente, mientras que el efecto del uso de la tecnología de medios sociales parece ser más indirecto que directo. De hecho, los resultados han proporcionado apoyo empírico a la afirmación de que la satisfacción del cliente desempeña un papel mediador entre las dimensiones del CRM social y la fidelidad del cliente.

Este artículo enriquece la comprensión de cómo el CRM social puede afectar a la satisfacción y la fidelidad de los clientes. Las escalas de CRM social, satisfacción del cliente y fidelidad del cliente se validaron en el contexto de países en vías de desarrollo y del sector automovilístico. Además, también se confirmó el efecto directo y mediador de la satisfacción del cliente entre el CRM social (CRM tradicional y medios sociales) y la fidelidad del cliente.

En el sector de la automoción y en los países en desarrollo en particular, los directivos de las empresas podrían aumentar la satisfacción y fidelidad de sus clientes y, en consecuencia, mejorar su competitividad y cuota de mercado adoptando una estrategia eficaz de CRM social. Desde esta perspectiva, las empresas deberían centrar sus campañas de CRM social en los medios más utilizados por los clientes, ofrecer opciones personalizadas y mejorar la experiencia del cliente, la interacción y la cocreación de valor.

基于关系营销理论, 本研究旨在检验社会化客户关系管理（social CRM）对客户满意度和忠诚度的影响。

为评估所提出的框架, 对 314 名汽车客户的在线调查数据进行了结构方程建模。

社交客户关系管理维度（传统客户关系管理和社交媒体技术使用）对客户满意度有直接的积极影响。另一方面, 只有传统客户关系管理对客户忠诚度有直接和显著的影响, 而社交媒体技术使用的影响似乎是间接而非直接的。事实上, 研究结果为客户满意度在社交客户关系管理维度和客户忠诚度之间发挥中介作用的论点提供了实证支持。

本文丰富了人们对社交客户关系管理如何影响客户满意度和忠诚度的认识。本文以发展中国家和汽车行业为背景, 对社会化客户关系管理、客户满意度和客户忠诚度的量表进行了验证。此外, 还证实了客户满意度在社会化客户关系管理（传统客户关系管理和社会化媒体）与客户忠诚度之间的直接和中介效应。

尤其是发展中国家, 企业管理者可以通过采取有效的社交客户关系管理战略, 提高客户满意度和忠诚度, 进而增强竞争力和市场份额。从这个角度来看, 企业应将社交客户关系管理活动的重点放在客户使用最多的社交媒体上, 提供个性化选择, 改善客户体验、互动和价值共创。

This 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.

A 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.

By 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.

The 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.

Social 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.

Research 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.

This paper aims to develop structural equation modelling of variables that affect the banking performance effectiveness of Thai Commercial Bank branches in the financial service sector by gathering quantitative data.

The population of the study covers all 2,068 Thai Commercial Bank branches in Bangkok, Thailand. This research defined the Thai banks for data collection using stratified sampling (first step) and simple sampling (second step). Primary data were collected using a self-administered survey of 65 managers and 185 marketing officers. In the total sample, 69 (27.6 per cent) of the respondents were male and 181 (72.4 per cent) were female in the Thai Commercial Bank branches. The responses to the questions capturing focal constructs used a seven-point Likert scale. Data were analysed using confirmatory factor analysis and structural equation modelling.

It was found that significant relationships existed between social customer relationship management (CRM), relationship marketing orientation (RMO) and business strategies and banking performance effectiveness. The key success factors of social CRM and relationship marketing orientation were found to have indirect influences on banking performance effectiveness through mediation of business strategies. Additionally, the results of this research show that social CRM and RMO have direct and indirect influences on banking performance effectiveness through the mediation of focus strategy or differentiation strategy (p < 0.001).

Recent development of the digital communications in industrial marketing to achieve firm performance, chief executive officer, management officers and managers could consider setting managing and marketing plans for excellent performance, and long-term relationship by five steps.

These results add performance effectiveness and long-term relationships with business-to-business (B2B) service industry and bank customers (both retail and public enterprises) to the factors needed to respond to the highly competitive situation at present, which will be even more important with the ASEAN Economic Community in 2015.

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.

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.

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.

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.

The purpose of this study was to contribute to the current discussion on digitization in companies’ marketing from a customer relationship management (CRM) perspective by examining the role and objectives of CRM and the exploitation of social media to serve the objectives of CRM in contemporary business-to-business (B2B) companies.

The data are collected through semi-structured themed interviews with key marketing/sales managers from three B2B firms.

CRM seems to be moving closer to the company’s core activity and becoming everybody’s business to a greater extent than ever before, but its main goal, to enhance customer relationships, will not necessarily change. Understanding the customer is vital and requires different functions to cooperate closely to ensure the firm has the best possible understanding of its customers. Public social media tools played almost no part in CRM, but closed social media systems might have potential in the future.

The chosen research approach limits the generalization of the results.

It seems likely that firms will benefit from a collaborative working style over the traditional silo approaches. For B2B firms, public social media does not seems to be the most suitable source to serve CRM but private social media channels might have potential in the future.

The lack of empirical examination of the change from company ecosystem to customer ecosystem from a CRM perspective, and the lack of research on social media for CRM in the B2B context, determines the purpose of this study. Furthermore, digitization is a rather new and unstructured phenomenon and many companies are still considering how to reconcile to it.

This study aims to examine why cause‐related marketing (CRM) can develop, and how can the social system and enterprise link with nonprofit organization (NPO) to form a closed path to prompt the maximization for three parties' benefits, in order to provide a general framework to explore the mechanisms of power and action for CRM.

The logic deduction approach was used for an overview and conceptual paper based on research experience.

The paper stresses CRM should be a good marriage between a nonprofit and its sponsorship firm both organizations stand to benefit. Its mechanism of power is the result of the combined effect by the enterprise's push, NPO's pull and social system's supervision, and mechanism of action is under the social system's supervision, enterprise linked with NPO to form a closed path.

A major weakness is that the influences of CRM on the enterprise and the NPO are only explained qualitatively, there are short of some data to test the validity of theories above. Further, investigation into this construct in the context of CRM would be helpful in understanding what are the role and the impact of CRM on firm and NPO in this domain. The main implication is that, this study presents an example and direction of how the enterprise, NPO, and social system are able to maximize their economic and social benefits.

This study contributes to examine the inter mechanisms of CRM from the perspectives of enterprise and NPO. The findings of this study are useful to and provide managerial implications for administrators of enterprise, NPO and social system aiming to make optimal decisions under the dual driven of institutional rationality and economic rationality.

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.

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.

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.

Service innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance.

This study explains the chain-of-effects through which the social CRM process results in higher levels of performance.

Social 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.

The authors collect a sample from 227 companies using a survey and test the model using structural equation modelling.

The 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.

SCRM does not directly lead to performance but facilitates CRM capabilities and engagement that allow businesses to enhance performance.

First, 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.

In this twenty-first century, the emergence of social media has been integral in business-related processes, especially in small- and medium-sized enterprises (SMEs), which allows businesses to interact and build a relationship with customers to improve their sustainable service quality. Concisely, this study aims to examine the benefits of social customer relationship management (s-CRM) performance from the perceptive of SMEs owned by Muslims.

A survey method was used and the data were gathered from 135 SMEs which participated in Halfest (Halal Fiesta Malaysia) trade show in Kuala Lumpur, Malaysia.

Interestingly, the results revealed that the adoption of information and communications technology (ICT) has both direct and indirect impacts on s-CRM performance. On the other hand, the perceived value of s-CRM mediates the relationship between customer information management and performance of s-CRM. In this context, the perceived value was ascertained to be an influential factor for both ICT adoption and customer information management.

With a connection to the results, this study concludes that to enhance business performance to sustain in the marketplace, the establishment of s-CRM is crucial, as it has significant implication in marketing, customer service and sales department of SMEs.

This paper provides new insight into the importance of s-CRM to SMEs to improve interactions with the key stakeholders and convey meaningful insight to instil customer-centric practices.

Social commerce is a subpart of electronic commerce (e-commerce), where social media is forced to support user contributions. The purpose of this study is to measure the impact of customers' interpersonal interactions in social commerce on customer relationship management (CRM) performance, based on the flow, commitment-trust and stimulus–organism–response (SOR) theories.

On the basis of the SOR framework, the authors developed a study model to determine the impact on CRM performance of customers' interpersonal interactions in social commerce. The primary data of the study were collected from 640 users of social commerce through a web questionnaire during the COVID-19 (coronavirus disease 2019) pandemic situation, and the authors tested the study model using the approach of covariance-based structural equation modeling (SEM).

Results of the current study reveal that customers' interpersonal interactions in social commerce optimistically influence their perceived flow. Moreover, perceived flow absolutely controls users' trust and CRM performance. In turn, collective users' trust positively influences users' commitment and CRM performance. Finally, collective users' commitment absolutely influences the performance of CRM.

The authors provide a valuable contribution to the theoretical field of online marketing and CRM. Besides, the findings of this study are relevant for marketers to know the issues for increasing customer trust, commitment and performance of CRM.

The current study develops a model based on the flow, commitment-trust and stimulus–organism–response (SOR) theories. The authors' research is the first to estimate the effect of customers' interpersonal interactions in social commerce on CRM performance.