As consumers spend more time on social media, brands can take advantage of this opportunity to better serve and communicate with their followers. Still, given the characteristics of luxury, luxury brands may be reluctant to use social media. To determine the extent to which Millennials and Generation Z consumers perceive compatibility between social media marketing and luxury brands, a purposive sampling technique was employed. We collected data from 303 Romanian visitors of the Facebook page entitled Do You Like Luxury? This page, with postings from luxury producers, was specially created and sponsored in order to raise interest in completing the questionnaires. For data analysis, we used statistical tests, including confirmatory factorial analysis, regression, and independent-samples t-test. Our research shows that, for Millennials and Generation Z, luxury brands are compatible with social media apps as marketing channels. Even in the case of inadequacy, managers can still use the facilities of digital technologies to depict exclusivity, emotions, and sensory experiences specific to luxury. Unlike other studies, which only focused on a few dimensions, we proposed a multidimensional approach of the perceived value of luxury and social media marketing. Moreover, this is one of the few studies to focus on Eastern European consumers.

Business performance is the primary goal of any type of firm, being a top priority for managers. Customer relationship management (CRM) capabilities is known in the literature as an important driver of business performance. However, there are significant differences across firms due to market settings they are acting on, or to the nature of products they are selling. Yet, little is known about how the impact of CRM capabilities on business performance vary across Business-to-Business and Business-to-Consumer markets, or across firms that are selling goods or services. In this study, we use data from a sample of 102 firms to investigate how customer relationship orientation influence the dimensions of CRM capabilities and how these capabilities determine customer satisfaction and market effectiveness, two business performance outcomes. Structural equation modelling is used in order to test the hypothesized relationships. The total sample is spilt into subsamples taking into consideration market settings and product type criteria, and the hypothesis are tested within them. Our results reveal that in case of each subsample, customer satisfaction and market effectiveness are driven by different dimensions of CRM capabilities. Critically, we find that in cases of firms that are acting mainly on Business-to-Business markets, customer relationship orientation doesn't influence customer relationship upgrading capability, a dimension of CRM capabilities. Finally, the implications of these results for practitioners and managers are presented.