A New Strategy for Customer Engagement: How Do French Firms Use Social CRM?

Dutot, Vincent

doi:10.5539/ibr.v6n9p54

Cited by 36 publications

(34 citation statements)

References 27 publications

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“…Since SCRM implementation entails processes related to IT and marketing functions (Huang and Wang, 2013;Olszak and Bartus, 2013;Payne and Frow, 2005), the questionnaire was sent to the Chief Executive Officers or senior managers whose main responsibility at their firm was either IT management, marketing management or both types of management combined. As no data on SCRM activities for the targeted sample population in Australia is publicly available, a survey questionnaire was developed based on the extant literature (Acker et al, 2011;Baird and Parasnis, 2011;Cappuccio et al, 2012;Dutot, 2013;Greenberg, 2009;Leary, 2008;Stone, 2009). The questionnaire was also pretested in discussion with several SME owner-managers as well as with senior academic researchers in the fields of IT and marketing to ensure clarity and content validity.…”

Section: Methodsmentioning

confidence: 99%

Exploring social customer relationship management in Australian small and medium enterprises

Yawised

Torugsa

O'Donoghue

2017

IJGSB

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Social customer relationship management (SCRM) is a new business concept and strategy that utilises and integrates social networking with 'traditional' CRM processes and strategies in order to bring about superior engagement with customers. There is a paucity of scholarly empirical research into SCRM in small and medium enterprises (SMEs). This paper describes the first large-scale survey-based study in Australia that explores the role and nature of SCRM in SMEs. Using a sample of 967 Australian SMEs (comprising 540 SCRM adopters and 427 SCRM non-adopters) and employing both descriptive and simple inferential statistics, we investigate the current level of SCRM adoption, types of social networking sites used with SCRM, business objectives for SCRM engagement, methods of sourcing or implementing a SCRM system, SCRM implementation-related activities, as well as the benefits and barriers related to SCRM implementation. The study results reveal that SCRM adoption by Australian SMEs has been relatively ad hoc, superficial (even primitive) and usually not supported by a formal integrated strategy and policy framework. Although SMEs that have adopted SCRM did so with the expectation of benefits, particularly in terms of building brand and establishing customer loyalty/intention, the study shows that SCRM benefits are often not immediately apparent in the short term; the results also indicate that lack of time and knowledge of how to implement SCRM effectively are critical barriers to successful SCRM adoption by SMEs. Our findings suggest further research is needed in this area.

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Section: Methodsmentioning

confidence: 99%

Exploring social customer relationship management in Australian small and medium enterprises

Yawised

Torugsa

O'Donoghue

2017

IJGSB

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“…Customers now even expect companies to be present in OSN and use them as a communication platform, such that they become almost inevitable for improving customer relationships and brand perceptions (Dutot, 2013). To do so, companies increasingly launch corporate profile pages (so-called 'fan pages'; Kim et al, 2010;Wen, Tan, & Chang, 2009), and create marketer-generated content with the goal of simultaneously promoting their brands and advertising specific products or services (Scholz et al, 2013).…”

Section: Research Background: Ewom In the Purchase Decision Process Amentioning

confidence: 99%

More fans at any cost? Analysing the economic effects of the ratio of fans to non-fans in a customer portfolio considering electronic word of mouth

Banz

Grosswiele

Huber

et al. 2016

Journal of Decision Systems

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Consumers in online social networks increasingly rely on electronic word of mouth (eWOM) when making purchase decisions. Recent research suggests positive effects of the resulting strong exposure of fans to eWOM on cash flows. Consequently, companies follow the popular belief that they should maximise their number of fans by intensively promoting their fan pages. However, even though the sentiment of eWOM on fan pages is prevailingly positive, sheer maximisation of fans in a customer portfolio must be critically reflected upon: while fans yield higher expected cash flows than non-fans, the associated risk in terms of these cash flows' volatility might also be considerably higher. Thus, diversifying risk by keeping a share of non-fans -or even increasing it -might be economically reasonable. By drawing on a portfolio selection theory-based model and real-world data, this paper analyses the ratio of fans to non-fans and its economic effects in customer portfolios.

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“…That dialog, between the company and the customers, leads to a collaborative experience . The main goal of SCRM is achieving customer engagement by transforming relationships from a perception of being a customer to one of being a partner …”

Section: Theorymentioning

confidence: 99%

“…Research on SCRM is devised mainly through one of two approaches: the first is theoretical and the second is empirical based on surveys. Dutot tested the SCRM implementation of CAC‐40 French firms through a quantitative customer survey. He found that customers follow brands to remain aware of their activity but not necessarily to communicate with them.…”

Section: Theorymentioning

confidence: 99%

The journey to engaged customer community: Evidential social CRM maturity model in Twitter

Yahav

Schwartz

Welcman

2019

Appl Stoch Models Bus & Ind

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We investigate the company use of Twitter as a platform for social customer relations management (SCRM) to find that message type and follower growth follow an identifiable maturity model. Studying longitudinal Twitter data from 73 Standard and Poor's companies, we find that companies map into one of two distinct maturity stages as reflected in the content of company‐generated messages. The first maturity stage consists of branding, where the focus is on customer acquisition up to a certain volume, at the expense of their engagement. The second is social care, where the focus is on retaining customers and increased engagement. We further find that companies have relatively little control over their maturity stage and that investing in social care in the first stage, aiming to increase engagement, is not effective. Proper understanding and recognition of the Twitter SCRM maturity model will allow companies to assess their methods and processes according to SCRM best practices.

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A New Strategy for Customer Engagement: How Do French Firms Use Social CRM?

Cited by 36 publications

References 27 publications

Exploring social customer relationship management in Australian small and medium enterprises

Exploring social customer relationship management in Australian small and medium enterprises

More fans at any cost? Analysing the economic effects of the ratio of fans to non-fans in a customer portfolio considering electronic word of mouth

The journey to engaged customer community: Evidential social CRM maturity model in Twitter

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